Hi -

I am trying to have payments updated in FM.

"I have used update profile 101 -Pmt Bud, Pmt basis, Posting date ( earlier I have used 102 then changed to 101). I have cheked the box for "" Payment Update online"" in settings for payment transfer.

We ahve New GL activate with FAGLFLEXT with document splitting.I made VOBELNR and KOBELNR as additional charcteristics for document splitting with clearing account 'zero'.

I have read in some treads that we have to make FMGLFLEXT totals table attached to leading ledger, but I have not see in any of the SAP help or SPRO texts that we have to do this way ?.

My Bank account GL is assigned to 90/1 commitment item and the Vendor GL is assigned to 60/3.

After all this Payments are not getting updated in FM. Do i have to do something at the time of payment with respect to account assignment ...

Currently working on ECC 6.0 Sand box with EA-PS lvl 11.

Thansk in Advance

Chris"

Edited by: Chris Farr on Feb 11, 2009 2:48 PM

I am having this weird availability control error while trying to release GM budget to FM using tcode GM_BDGT_RELEASE. The system issues the message

"Overall budget exceeded by 63,369.08 USD (GM PB Availability Control) for document item 000001"

Message no. GMAVC015

Can I get any help on this?

double-post

Since summer 2007, when the crisis in Europe started and later burst big economic bubbles, we have been talking about state debt, the state debt/GDP ratio, savings in all governmental areas, and so on. Over the course of the last years we have seen the Troika (European Commission, European Central Bank, and IMF) recommending recovery adjustment programs, and the discussion has again been around where money can be saved.

But if you look twice at those programs, you will find out that they don’t talk solely about savings – they also very often refer to the so-called business environment.

The “business environment” can be defined as a combination of internal and external factors that influence a company'soperating situation. The business environment can include factors such as: clients and suppliers; its competition and owners; improvements in technology; laws and governmentactivities; and market, social and economic trends.

(Read more: www.businessdictionary.com/definition/business-environment.html#ixzz30B9jIYAx)

But why is that? Because if your target is to bring down the state debt/GDP ratio, there are two levers – decrease state debt or increase GDP. If we consider both of these, we will arrive at the task of building an investment-friendly business environment to attract entrepreneurs and also well-established companies – domestic and abroad – to found new businesses or expand existing ones, to create jobs, to create wealth. The goal is to revert to a high level of fiscal and economical sustainability.

But of course this is not just an issue for the European states that are affected by the crisis. If you observe Africa or other developing areas, you will notice that they are working on the same targets: not to revert to a certain level but to achieve a sustainable one and further develop their countries. Unemployment rates are high in Africa, and a lot of young people desperately search for jobs or any kind of vocation. They strive for wealth just as people do in other parts of the world. Of course, inspiring entrepreneurs and foreign and domestic investors to propel the pace of development is high up on their local political agenda.

But what what Makes a Business Environment “Good” or Even “Excellent”? It is amazing how heavily interwoven topics around the business environment are with all the relevant programs in the savings arena. Looking at the government’s playing field in savings, you will certainly recognize that taxes, social programs, a decent public finance management, and expenditures such as on healthcare or higher education have a direct impact on the business friendliness of a country. The interconnection is simple. The tax system can be more or less business-friendly. Higher contributions to social systems lead to higher labor costs – which may lead to lower attractiveness. If your state debt is high you might run into crowding-out effect – which again has a negative impact on financing businesses in your country. And remember that the effectiveness and efficiency of the overall government administration has a major impact on its ability to delivery high-quality services in an appropriate time. If the administrative burden to be carried by potential investors is too high, this apparently is a negative for a country’s attractiveness.

To Be Continued

Next time: Ways of “Measuring Attractiveness”

Hello Experts,

We configured new FM area and relevant BCS settings. It is working fine except PR or PO for Account assignment category A.

Issue: system is not able derive funds center from cost center in the asset master. cost center is not updated in EBKN table for Asset PR.

we have maintained the following;

1. Funds center is activated in Asset account assignments

2. Maintained derivation rule with function module: FMDT_READ_MD_ASSET

3. Derivation rule for cost center to funds center also maintained

If maintain funds center manually in PR it is working fine and consuming budget also.

Requirement: How derive funds center from cost center assigned in asset. I have verified all tickets raised in this forum, but nothing has answered my question.

Request you to provide solution for above issue.

Thanks in advance for support.

Regards,

Chalapathi

Good afternoon,

How should parked documents be treated at the end of the year?

My idea is to carry forward them to X+1. There, documents just can be post or modified whether we update transaction code FMOD.

Please let me know whether the procedure sounds good.

Regards,

Daniel

The explosion of social media and e-mail, usage of sensors, and widespread adoption of mobile devices is dramatically increasing the volume, velocity and variety of data in public sector. This accelerated change is raising citizen expectations of government. Just as consumers expect everything to be available at their fingertips in brick-and-mortar stores, via the internet, on their mobile device or via other channels, citizens expect government to provide the same seamless omni-channel experience. Citizens expect access to information and services from anywhere, at any time on any device. 

How do public sector organizations deal with this information overload while improving service delivery? To empower citizens, improve service delivery and save money, public sector organizations are increasingly using cloud and mobile solutions. Governments at local and national levels worldwide are building and enhancing digital channels and government solutions for citizen access to government data and services securely through websites/ portals, mobile websites and apps, digital posts, and via electronic alerts.

To see this in action, check out the City of Boston Department of Neighborhood Developmentportal from your laptop or mobile device. The website allows citizens to interact with government, register for upcoming workshops, and do business with government anytime, anywhere. And the City of Rock Hill, South Carolina makes its performance dashboard available to the public on any device to provide transparency and accountability to citizens.

Public sector organizations are empowering their workforce to improve services, including managing infrastructure and assets, such as roads, bridges, and equipment. Mobile technology is helping Bernalillo County, New Mexico improve transportation while reducing costs for its citizens.

The transformation of public sector services with cloud and mobile has already begun. Imagine the mobile case worker who can perform an inspection and file a report from their mobile device using a cloud-based application with the highest levels of security and privacy. You can see it at SAPPHIRE.

Learn more about public sector industry, cloud and mobile solutions on www.sap.com.

Hi,

We are using Funds Reservation at procurement process. The reservation is creating with reference to Fund center, Commitment Item, Material Group, Value and Quantity of material.

When we are creating PR, PO with reference to Funds Reservation Number, the AVC check is happening for value.

where is there any standard quantity check at PR/PO creation with reference to Qty defined in Funds Reservation. i.e. the system should warning/error message when user enters Quantity in PR more than quantity defined in Funds Reservation

Thanks in Advance

Regards

Sam

Hi,

PO created with commitment budget during the fiscal year but still it is open in year end , by mistake that PO open commitment budget does not carried forward to next year, further activity done against that PO like MIGO and MIRO in current year. problem is same PO again budget consumed in current FY available budget where commitment budget is in previous FY and PO final closed.

How to restrict the  MIGO and MIRO activities of this types of PO created previous year where there are no commitment carry forward to current FY??

Regards,

Rabin.

Hello,

Which is the best procedure in FM to ensure that all budgte lines are firstly consumed by an earmarked fund? That the budgte lines cannot be consumed directly by a PO o by an invoice.

Please let me know.

Regards,

Daniel

Hi,

at my client Derivation strategy is being maintained for Capital Expenditure Based on Asset Class and cost center. while creating Asset Master In time dependent tab when i provide a cost center only profit center is derived but no fund center although derivation rule is maintained properly. is this normal behavior? if so then at the time of asset acquisition system is unable to derive any fund center nor any commitment item. at what point derivation rules are activated? at the time of Asset Master Creation or acquisition posting? also if i manually fill the fund center at the time of asset master creation system derives the same at the time of acquisition posting but still no commitment item is derived. please help me out why system is behaving this way and what should be the actual behavior of the system.

Regards,

Hi,

What are the steps required for extending Funds Management to other company codes? there are 10 company codes and only for one FM is being configured at the first place but now the requirement is to extend it to all 10 company codes. as per my under standing i will have to assign the same FM area to all company codes. company code assignment in related master data will be changed as per new company codes. am i right? please guid me through the process.

Regards,

Today we will explain how an IT vendor such as SAP can help in building a more business-friendly country and what clients of ours have done to support topics that are subject to the assessment of the Doing Business and Transparency International Indexes.

Let us start with a look at the Doing Business Index criteria:

As you can see, the variety of criteria covered by the index is amazing. Of course the description above is shortened. Later you will see that it is absolutely worth reading a more detailed description. Only by doing this is it possible to find appropriate and clear measures for process improvements and their link to the use of information technology. For an example: in the Doing Business country reports you can find a breakdown of local processes into subtasks – such as which part of the processing time is dedicated to inspections, or which part is blocked out for approvals by the administration.

Generally time and cost are measured, along with the complexity of procedure. Here we can already see an almost obvious link to information technology that claims to simplify and accelerate business processes – entailing lower costs or more price-cutting potential for service fees.

Next time we will check HOW SAP CAN HELP - before we deepdive into our response to the criteria.

Hi,

Currently my client posts the budget in FM for the whole year but wants to control it month wise. Client is controlling this by mapping Posting Date as an input criteria in derivation strategy. buy this system only allows the posting in the month for which derivation rules are maintained. but for this they have to maintain derivation rules for every month in system. and this is an ongoing process. at the moment there around 300,000 Derivation only for 6 months. my question is that is it possible to release budget monthly in FM? for example i post a budget of 50000$ for the whole year. and then for the month of January i would release 10,000$ once month is closed remaining budget will be carry forward and for the month of Feb again budget will be released as per requirement. is there any way to control this other than Derivation strategy based on posting date?

what is purpose of Period Field in "FMBB"?

Introduction

This document gives an insight to the steps involved in carrying out a PEP Execution. Topics include monitoring a projection run using the Projection Monitor, the queuing mechanism and delivered process chains involved in the PEP Projection execution, and tools for analyzing errors. It also describes how to delete projections.

PEP Monitor

To view the projection status details the Projection Monitor Screen can be used.  It is a centralized screen that enables the user to view the status of all types of PEP projections (Fiscal Period, Pay Period, What-if, Attrition and Backfill) at a single location. It gives details of executed projections, i.e. the number of employee/position records taken for calculation, number of employee/position results records generated. It also provides the status of whether the projection has successfully completed or is still executing.

Access the PEP monitor from the Portal path: PEP Maintenance->Projection scenario->Projection Monitor. The default screen shows projections that are currently executing or waiting to run (waiting for an available process chain) as shown below:

The Projection Scenario Queue section lists the projections that are waiting to run. The Status Monitor section lists projections that are currently running. The Process Chain that was assigned is listed. For more details about process chains refer to the Process Chain Assignment and the Pooling Program section listed below.

To view previously executed projections press the “Go To Previous Runs” button. The following screen will appear:

Provide the Projection ID and/or the userid and press the “Submit” button. A list of projections will appear. Select a projection to see the details of the projection run as shown below.

The Historical Monitor section gives the history of a previously run projection by listing the steps or activities completed during the projection run. The Projection Status will indicate if the activity was successful or ended with errors. The Process Chain and log ID that was used for the particular projection is also listed. The process chain used will determine which InfoCube will contain the projection results.

The Statistics Monitor gives the following statistics:

• The READ activity provides the number of Employee and Position master data records that qualified for the projection
• The CALC activity provides the number of Employee and Position results records that were written to the projection cube.

To view the status of a currently running projection, toggle back to the current projections screen by clicking on the “Go to Current Runs” button.

Process Chain Assignment and the Pooling Program

Once the “Calculate” button is clicked on the “Run Projection scenarios” screen, the corresponding projection id will sit in a queue table. The scheduled pooling program,/PBFBI/PEP_POOL, will then read this queue table and then assign the projection id to the respective process chain, if the process chain is free. The projection id remains in the queue table until it is assigned to a process chain. Therefore it is recommended to setup periodic scheduling of the pooling program so that queued projections will be launched.

The queue table entry for a projection id is automatically deleted once the projection id is assigned to a process chain by the scheduled pooling program and the projection runs successfully.

The PEP process chains and the corresponding infoproviders details are listed below.

Fiscal Period PEP

Pay Period PEP

Clearing the Queue table

If the job log or  application log (see below) to /PBFBI/PEP_POOL states that ‘no chain is available’ to launch a projection, then either projections are currently executing in all the available chains or projections have failed to complete and have the process chains still locked. If this is the case the following can be done to clear the process chain:

• Table /PBFBI/PRJ_STTUS has the list of current projections and process chains. In the backend BI system execute transaction SE16 for table /PBFBI/PRJ_STTUS to see if there is an entry for any of the PEP process chains. If there are some with the runtype of N (new run) but you know for sure that the projection is no longer running, then it could be that the execution failed unexpectedly and the error status did not get set. You can verify this by checking the application log as discussed below. You should also check with the user listed in the status table to confirm this is the case before clearing the table entry!

• To clear the table entry, execute transaction SE37, enter function module /PBFBI/PRJ_MANUAL_OK and execute (press the Wrench icon or press F8). Click on the puzzle piece icon to enter data. The following data is required:
  • Projid and Pchain as per the table entry in table /PBFBI/PRJ_STTU
  • Proj_stat = R
• Press Execute
• After the function runs you can check the Results table. You should see 2 messages stating that the projection ID was successfully inserted entry into Historical Table and that the Status table entry was deleted. The Process chain will now be available for queued projection runs.

Application log for tracking down PEP errors

The detailed information of PEP execution errors can be tracked via transaction code SLG1 from the back end BI system. Below is the selection screen for viewing Application Logs:

Enter the desired Selection Criteria:

Object: The object for all PBF related logs is /PBFBI/PBF

Subobject: The Subobject for PEP is /PBFBI/PCP

Dates: The From and To date/times are defaulted to the current date and time. If the projection ran in a different time frame, as can be found on the Projection Monitor screen, then change the date / time selection accordingly.

After entering desired selection criteria and pressing execute a list of logs will be displayed. Continue to expand the items to find the detailed error messages as shown below.

Take the necessary steps to correct the reported errors. Then have the users launch a new projection.

Deleting Projections

The Delete Projection Results screen is a centralized screen that enables the user to delete all types of PEP projection IDs (Fiscal Period, Pay Period, What-if, Attrition and Backfill) at a single location. This screen is authorization specific, i.e. users will be able view all the projections that exist in the system but they can only delete projection IDs for which they are the owner or have deletion authority.

The Delete Projection screen has two sections as described below:

1. Selection Criteria Section

The projection IDs can be searched based on three types of filter criteria: FM dimensions along with other fields, user name, and projection IDs directly.

2.  Projection ID Display Section

Based on the filter values provided by the user in the Selection Criteria section, the projections IDs will be retrieved upon clicking the Search button and displayed as follows:

• All the Fiscal Period reference projections IDs will be displayed separately.
• All the What-if projection IDs will be grouped together along with their respective Pay Period reference projection IDs.
• All Attrition and Backfill Projection IDs will be grouped together along with their respective Pay Period reference projection IDs.

Concept of Authorization in the Delete Projection Screen

Once the projection IDs are filtered and displayed, the select flag against each projection ID will be available only for selection based on the following:

Fiscal Period and Pay Period Projection ID

The user will be able to view all projection IDs but can add only those projection IDs to the deletion queue for which he or she is the owner or has proper authorization. The Select flag will be enabled only for those projection IDs for which the user is owner or is authorized.

What-if and Attrition and Backfill Projection IDs

1.  If the user is the owner of the reference projection ID / has deletion authorization:

The user will be able to view all What-if or Attrition and Backfill projection IDs under a given reference projection ID. The user can selectively add the What-if and Attrition and Backfill IDs to the queue. If the user adds the reference projection ID to the queue, then all the underlying What-if or Attrition and Backfill projections will be added to queue by default.

2.  If the user is not the owner of the reference projection ID / does not have deletion authorization:

The user will be able to view all the What-if or Attrition and Backfill projection IDs under a given reference projection ID. The Select flag will be disabled as the user is not the projection owner nor has deletion authorization.

This document will serve as an index page for locating various PBF How-to guides. The guides have been created by various PBF developers. We will update this page on a periodic basis. Please use the comment section below to send us any requests for new guides if you have a topic that is not listed!

Budget Form topics

• Guide to Read Textual Data Related to Budget Forms: List of all the functions related textual data in PBF. It talks about flow of important functions related to Line Text, Comment Types and Form Elements that are used in Budget Forms.
• Approvers based on Fund Centers in Stage Workflow: This how-to guide explains how Approvers can be maintained using other header dimensions, or even custom attributes, along with necessary business logic to ensure that these Approvers are used in the PBF Stage Workflow.
• Alternate ways of displaying PBF Budget Form line item text: This PBF how-to guide describes alternate ways of working with line texts without using popup boxes along with the basic steps to implement these alternate approaches.
• Approaches to add multiple new table rows in a single button click: This how-to guide describes various ways of allowing users to add more than one line at a time in a VC form.

PEP (Personnel Expenditure Planning) topics

• PEP FAQ:This is a collection of questions from customers using PEP.
• PEP Execution: PEP Monitor, process chain assignment and queue table, analyzing PEP errors and deleting projections
• PEP Overview of Versions: This gives an overview of PEP versions and functionality in PBF 7.1, 8.0 and 8.1.
• PEP Configuration: This describes the configuration required to execute PEP projections.
• Getting Started with PEP: This describes the minimum master data required to execute PEP projections.  
• PEP Benefits: This guide explains setup of PEP benefits and impacts on PEP results.

Other topics

• Steps for Logging BICS Activity: Explains steps to log BICS activity. This is particularly useful if you are trying to debug performance issues.
• How to Log Changes in Plan Data Using DataStore Object: PBF leverages standard BI BAdIs that provide this functionaltiy as explained in the standard How-to document. Additionally PBF provides BAdI Implementation /PBFBI/EI_AUDIT_LOG_ON_SAVE and class /PBFBI/CL_AUDIT_LOG_ON_SAVE.

Hi,

I have 5 Company codes and only for one FM was activated. now i want to activate FM for all 5 company codes. for which i have assigned the FM area to all 5 company codes. I have also assigned the derivation strategy to all 5 company codes as well. now when i post a transaction for any other company code derivation rules is not being process hence no commitment item or fund center is derived. however for the original company code for which FM was activated in the first derivation rule are working fine means system is deriving commitment item and fund center. can any one tell me why derivation rules are not working for other company codes? do i have to add Company code in source field of derivation strategy? could this be the reason? because in beginning there was no other company code so we did not included any company code field in the first place.

Regards,

The City of Medellin, in Colombia, recently received the most innovative city of the year award (http://online.wsj.com/ad/cityoftheyear#videos), what a transformation for a city that in the past faced many challenges of a different kind. So it was very fitting, that UN Habitat (http://unhabitat.org/), under the
auspices of the World Urban Campaign (http://www.worldurbancampaign.org/), chose to host the 2014 World Urban Forum(http://wuf7.unhabitat.org/) in Medellin during the month of April. I think Medellin in many respects reflects the global urban challenges that our cities and urban settlements face and at the same time demonstrate the amazing potential of cities to adapt, transform, innovate and perform, no matter where you, what challenges you face or where you start from.

Whilst not my first time in Colombia, it was my first time in Medellin and first time at the World Urban Forum, on both fronts I found the experience truly inspirational, with 22,000 attendees from all over the world gathering in one place to discuss the single most important issue for our generation, an urban world. One of the most interesting aspects of for an ‘urbanizing world’ is the more you know, the more you need to know, the more you understand the greater the complexity to process and the more you see the greater confidence you have in humanity being able to create a better world.

I was lucky enough to be involved in many sessions, workshops and discussions, one of the highlights for me was the private sector panel discussion on Accelerating Change On The Urban Agenda & Private Sector’s Urban Role’ (http://wuf7.unhabitat.org/Privatesector) The discussion was very well
framed, and very well attended, with many thought provoking issues discussed. Most companies are based in one or more major cities, most of their employees, partners and customers also live, work and visit the same major cities, the synergy between public, private and citizen’s is obvious.

If now over 50% of the population lives there and in a couple of decades as many as 75% then it is clear that the success of our cities, their economies and the lives of citizen’s are all inextricably linked, the better all actors can collaborate on an agreed agenda, the better the chances are for a better world.

The panel discussion was very broad with many companies reflecting upon their approach to cities, being the last one to make opening remarks I wanted to avoid repeating many of the topics already covered by the distinguished speakers. Instead I explained SAP’s urban journey and how we have reshaped, re-orientated and reset our approach to cities and urban settlements through the SAP Urban Mattersprogramme.

Interestingly our urban journey began in the early 1990’s with the City of Edmonton being one of our first city customers, today we support approaching 2000 urban governments in many countries, and have amassed expertise from many thousands of projects with those customers. Yet during the last
5 years we experienced a change, focus and shifting priorities in cities, like no other time in our history. For sure the ‘Smart Cities’ movement played a key role in this, as has governments increasing recognition of cities’ in global economies, then there is citizen power which has been levering technology to have a louder and more engaged voice in their cities’.

At this point in our history we are witnessing a convergence of drivers that led to this century being the urban century, when humanity has reached an inflection point, full of hope, contradictions, amazing factors and a appetite for change, innovation and speed. Just take a look at some of the facts and contradictions;

• The global birth rate is declining yet the (http://www.worldbank.org/depweb/beyond/beyondco/beg_03.pdf)increase in life expectancy means that the global population is projected to relentlessly rise.
• We currently occupy just 3% of the World’s surface area, yet 60% of the land to be urbanized by 2030 is not yet built and yet we need to build more urban property capacity in the next 40 years than in the last 4000 years (http://worldcongress2012.iclei.org/fileadmin/templates/WC2012/Documents/Message_from_ICLEI_World_Congress_to_Rio.pdf
• Some estimate 75% of the energy, 80% of the CO2 emissions & 50% of the world’s waste is accounted for by cities, yet our cities and urban settlements present the best chances, our best hopes to innovate around cutting emissions, waste & energy consumption (http://www.rtcc.org/2014/02/05/live-blog-c40-summit-in-johannesburg/
• Mckinsey studies highlight 65% of global growth coming from 600 cities (http://www.mckinsey.com/insights/urbanization/urban_world
• In Africa, in coming decades they will be the youngest continent, they will have a larger working population than China and India, (http://www.global-briefing.org/2014/01/africas-youthful-population-could-drive-it-forward-given-the-right-opportunities/) yet there will be many challenges
  for fastly urbanizing, young and highly mobile Africa. (http://www.standardbank.com/Resources/Downloads/Africa%20Macro_5%20trends%20powering%20Africa's%20allure%20(trend%201-Demographics).pdf)
• In China the urbanisation strategy is clear, India is emerging from a relatively low level of urbanisation, across Latin America we see the most urbanised region in the world, Europe faces a relatively static some say declining urban population, US is highly urbanised and levels continues to rise. Yet all face a variety of challenges on this journey, one common challenge is that of sustainable urban transition. Executing an integrated strategy across a range of urban themes and programmes is critical to long term success.  (http://www.theguardian.com/cities/2014/apr/16/whose-city-is-it-anyway-the-harsh-truth-about-urbanisation

When we started the conversation at the World Urban Forum on the role of ‘Innovation & Partnerships in the New Urban Agenda’ It was clear that you cannot solve the world’s urban challenges without citizen’s, governments & businesses working together. Yet, so often the opportunity for true innovation and partnerships are missed because all of the actors do not have a common understanding and shared perspective on the challenges to be addressed. I think the urban challenges facing the world are increasingly based upon a common understanding and shared perspective on the challenges.

However knowing there is a problem and understanding the underlying issues do not in themselves provide for a remedy or solution, it is often said that necessity is the mother of all invention and I think in today’s urbanised world there is plenty of necessity and room for much invention and innovation. Our CEO, Bill Mcdermott (http://www.forbes.com/sites/sap/2014/06/04/sap-ceo-bill-mcdermott-we-cant-let-complexity-win/) has set our company, SAP, on a
bold course to reduce complexity, simplify everything we do and focus upon our customers.

The SAP Urban Matters’programme aims to do exactly that for SAP’s city and urban customers, our customers wanted SAP to think differently about the urban agenda and address a broader range of urban challenges, rather than adopt a solution first approach. From the outset we made ‘SAP Urban Matters’ all about the citizen, our customers and urban value. We set out an approach that defined strategy & vision that addressed the big urban issues and interlocked with SAP’s corporate goals. Our focus was not solely upon cities but regional, local and city settlements, as we felt this better reflected the urban complexity and diversity of responsibilities by country and city.

Whilst we recognized cities were complex, diverse and were at different levels of maturity and had different needs, we also recognized that the innovation agenda in cities and municipalities is ferocious all over the world, take the Municipality of Pune, India who wanted to create better living spaces in the city, to achieve this fast they used mobility technology to empower their officials to map out all their trees across the city (http://www.youtube.com/watch?v=Ek3Yk4wswpwSAP)or the City of Boston, (http://www.cityofboston.gov/bar/scorecard/reader.html) who were able to reduce crime in problem property areas by 55% use real time analytics or the City of Melbourne were able to improve environmental compliance (http://en.sap.info/helping-cities-fight-pollution/98427 ) or the megacity of Mumbai (http://www.sap-tv.com/video/8327)  who were able to improve citizen services and disaster resilience.

Surely the urban world is becoming ever flatter, with cities acting as nodes in a huge economic, social, political and environmental network, the urban world wide web means each day we become ever more interconnected, interdependent and reliant upon each other for a better urban future.

SAP Urban Matters, enabled SAP to simplify our approach to cities and urban settlements, by placing citizen’s and our city customers at the heart of everything we do.  The top three themes for many of our customers were quality of life, good government and jobs. So we made our overarching strategy for cities to be just that, which meant we also were able to link this to SAP’s corporate goals which were to improve people’s lives and help the world run better.

STRATEGIC GOALS – 1. Improve Livability, 2. Transform Government and 3. Grow Economic Prosperity.

The strategy led to an urban taxonomy, so analyzing what cities actually do and have responsibilities for. This approach allowed SAP to connect these roles, business areas and responsibilities back to the strategic goals. Whilst we knew cities and our customers pretty well, we had never formalized this business analyzing within the new urban context. This approach also provided a basis for establishing a basis for benchmarking, measuring value.

URBAN TAXONOMY – Defining responsibilities, business areas & services, not boundaries.

SAP has for many years focused around value benchmarking, better connecting the technology and solutions to the measurable outcomes for an organization, for example using technology to cut crime, reduce fraud, improve tax collection, improve citizen satisfaction, improve cycle time by X.

For Urban Matters it was a much broader exercise, asking those questions at a much more strategic level, across a broader range of areas. The good news is that these measures are mostmy in the public domain and are widely accepted.  Our approach was to do the analysis and make the connections, goals – business areas, - measures – solutions – references back into SAP Urban Matters.

Once we had been able to connect the various urban pieces together, we adopted a cross industry focus and asked the question, what are the areas of value we can address across the city today ? From this approach we defined 36 areas where SAP can help cities to improve, transform and prosper. We represented these areas of value in a value map which is available online today.  https://rapid.sap.com/se/executive#!/vlm/is_pub_sect_urb_mat/vlm-is_pub_sect_urb_mat-ind~~.~~is_pub_sect_urb_mat

URBAN VALUE MAP – Addressing 36 value areas in cities and urban settlements.

This holistic approach means we simplify SAP’s approach to cities and urban settlements, we represent the complexity of cities yet break down this complexity into smaller addressable pieces, so we can address more city issues at a much more granular level yet supporting and overall roadmap. For example in Public Safety & Security we can improve fire & rescue services, a good example would be New South Wales Fire & Rescue (https://www.youtube.com/watch?v=7lzB6Fgn8y4), we can help improve disaster resilience and response, as good example here is Direct Relief International (http://www.sap-tv.com/video/#/6826/<http://www.sap-tv.com/video/>) or we can improve cross agency collaboration on safety issues, The Village of Schaumburg is a good example here (http://www.youtube.com/watch?v=ViuaEgngGP0)

The SAP Urban Matters Programme is changing the way SAP addresses city and urban challenges, the journey has just begun but it is one way we are helping an urbanizing world to run better and improve people’s lives. The approach spans helping businesses of all sizes to grow in cities in all continents, for example in Colombia, Ghana& India.

The programme helps cities to transform the way it is organized, delivers services and engages citizen’s in many cities all over the world, from Cape Town  to Buenos Aires, from Boston (http://www.cityofboston.gov/bar/scorecard/reader.html) to Bhopal (Urban Matters event in June 2014) From Perth to Puebla, from Singapore to Rio, from Melbourne to Montreal.   No matter what, urban matters to SAP, our employees, our partners and most importantly our customers and the citizen’s they serve.

The privatesector is a critical actor in solving the urban challenges this century, each company has their own strategy for this. SAP Urban Matters is our story, our journey, our way of helping cities and urban settlements to improve livability, transform governments and grow economic prosperity.

SAP Urban Matters is also enabling SAP to think about new models for success with cities, new ways to consume software in the cloud, to address real time needs and think big about value, outcomes and performance.

In coming months I will start to focus at a more granular level on the key parts of the SAP Urban Matters strategy.

Hello Experts,

We have activated funds management in Development it is working fine without any issues. Transported same changes to Quality system and executed Program RGZZGLUX.

Issue: Run time error in FMBB transaction code even after execution of program RGZZGLUX. similar error in funds center group also.

Category               ABAP Programming Error

Runtime Errors         GETWA_NOT_ASSIGNED

ABAP Program           SAPLFMBD_DATABASE_ACCESS

Application Component  PSM-FM-BCS-BU

Date and Time          10.06.2014 13:28:36

Short text

    Field symbol has not yet been assigned.

Requirement:  Please let us know how to solve this issue

we have checked note:0000939958 - and changed Inactive status for tables FMIT, FMIP and FMIA, but no use, when we run program RGZZGLUX, it has deactivated this tables again.

Regards,

Chalapathi

Hi,

PO created with commitment budget during the fiscal year but still it is open in year end , by mistake that PO open commitment budget does not carried forward to next year, further activity done against that PO like MIGO and MIRO in current year. problem is same PO again budget consumed in current FY available budget where commitment budget is in previous FY and PO final closed.

How to restrict the  MIGO and MIRO activities of this types of PO created previous year where there are no commitment carry forward to current FY??

Regards,

Rabin.