Interview questions_modification assistant
Dear experts,
can anyone give me a document/link where i can find questions related to modification assistant and note assistant...
thanks in advance.
Hi
Start with this.Refer this
For BDC:
http://myweb.dal.ca/hchinni/sap/bdc_home.htm
https://www.sdn.sap.com/irj/sdn/wiki?path=/display/home/bdc&
http://www.sap-img.com/abap/learning-bdc-programming.htm
http://www.sapdevelopment.co.uk/bdc/bdchome.htm
http://www.sap-img.com/abap/difference-between-batch-input-and-call-transaction-in-bdc.htm
http://help.sap.com/saphelp_47x200/helpdata/en/69/c250684ba111d189750000e8322d00/frameset.htm
http://www.sapbrain.com/TUTORIALS/TECHNICAL/BDC_tutorial.html
Check these link:
http://www.sap-img.com/abap/difference-between-batch-input-and-call-transaction-in-bdc.htm
http://www.sap-img.com/abap/question-about-bdc-program.htm
http://www.itcserver.com/blog/2006/06/30/batch-input-vs-call-transaction/
http://www.planetsap.com/bdc_main_page.htm
call Transaction or session method ?
http://www.sapbrain.com/FAQs/TECHNICAL/SAP_ABAP_DATADICTIONARY_FAQ.html
http://www.****************/InterviewQ/interviewQ.htm
http://help.sap.com/saphelp_46c/helpdata/en/35/2cd77bd7705394e10000009b387c12/frameset.htm
Reports
http://www.sapgenie.com/abap/reports.htm
http://www.allsaplinks.com/material.html
http://www.sapdevelopment.co.uk/reporting/reportinghome.htm
http://www.sapfans.com/forums/viewtopic.php?t=58286
http://www.sapfans.com/forums/viewtopic.php?t=76490
http://www.sapfans.com/forums/viewtopic.php?t=20591
http://www.sapfans.com/forums/viewtopic.php?t=66305 - this one discusses which way should you use - ABAP Objects calls or simple function modules.
ALE/ IDOC
http://help.sap.com/saphelp_erp2004/helpdata/en/dc/6b835943d711d1893e0000e8323c4f/content.htm
http://www.sapgenie.com/sapgenie/docs/ale_scenario_development_procedure.doc
http://edocs.bea.com/elink/adapter/r3/userhtm/ale.htm#1008419
http://www.netweaverguru.com/EDI/HTML/IDocBook.htm
http://www.sapgenie.com/sapedi/index.htm
http://www.sappoint.com/abap/ale.pdf
http://www.sappoint.com/abap/ale2.pdf
http://www.sapgenie.com/sapedi/idoc_abap.htm
http://help.sap.com/saphelp_erp2005/helpdata/en/0b/2a60bb507d11d18ee90000e8366fc2/frameset.htm
http://help.sap.com/saphelp_erp2005/helpdata/en/78/217da751ce11d189570000e829fbbd/frameset.htm
http://www.allsaplinks.com/idoc_sample.html
http://www.sappoint.com/abap.html
http://help.sap.com/saphelp_erp2004/helpdata/en/dc/6b835943d711d1893e0000e8323c4f/content.htm
http://www.sapgenie.com/sapgenie/docs/ale_scenario_development_procedure.doc
http://edocs.bea.com/elink/adapter/r3/userhtm/ale.htm#1008419
http://www.netweaverguru.com/EDI/HTML/IDocBook.htm
http://www.sapgenie.com/sapedi/index.htm
http://www.allsaplinks.com/idoc_sample.html
Check these step-by-step links
https://www.sdn.sap.com/irj/servlet/prt/portal/prtroot/com.sap.km.cm.docs/library/uuid/ccab6730-0501-0010-ee84-de050a6cc287
https://sdn.sap.com/irj/servlet/prt/portal/prtroot/com.sap.km.cm.docs/library/uuid/8fd773b3-0301-0010-eabe-82149bcc292e
https://www.sdn.sap.com/irj/servlet/prt/portal/prtroot/com.sap.km.cm.docs/library/uuid/3c5d9ae3-0501-0010-0090-bdfb2d458985
for Smartforms material
http://www.sap-basis-abap.com/sapsf001.htm
http://www.sap-press.com/downloads/h955_preview.pdf
http://www.ossincorp.com/Black_Box/Black_Box_2.htm
http://www.sap-img.com/smartforms/sap-smart-forms.htm
http://www.sap-img.com/smartforms/smartform-tutorial.htm
http://www.sapgenie.com/abap/smartforms.htm
How to trace smartform
http://help.sap.com/saphelp_47x200/helpdata/en/49/c3d8a4a05b11d5b6ef006094192fe3/frameset.htm
http://www.help.sap.com/bp_presmartformsv1500/DOCU/OVIEW_EN.PDF
http://www.sap-img.com/smartforms/smart-006.htm
http://www.sap-img.com/smartforms/smartforms-faq-part-two.htm
Re: Need FAQ's
check most imp link
http://www.sapbrain.com/ARTICLES/TECHNICAL/SMARTFORMS/smartforms.html
step by step good ex link is....
http://smoschid.tripod.com/How_to_do_things_in_SAP/How_To_Build_SMARTFORMS/How_To_Build_SMARTFORMS.html
SAPScripts
http://esnips.com/doc/1ff9f8e8-0a4c-42a7-8819-6e3ff9e7ab44/sapscripts.pdf
http://esnips.com/doc/1e487f0c-8009-4ae1-9f9c-c07bd953dbfa/script-command.pdf
http://esnips.com/doc/64d4eccb-e09b-48e1-9be9-e2818d73f074/faqss.pdf
http://esnips.com/doc/cb7e39b4-3161-437f-bfc6-21e6a50e1b39/sscript.pdf
http://esnips.com/doc/fced4d36-ba52-4df9-ab35-b3d194830bbf/symbols-in-scripts.pdf
http://esnips.com/doc/b57e8989-ccf0-40d0-8992-8183be831030/sapscript-how-to-calculate-totals-and-subtotals.htm
SAP SCRIPT FIELDS
http://help.sap.com/saphelp_erp2005vp/helpdata/en/d1/8033ea454211d189710000e8322d00/content.htm
scripts easy material
http://www.allsaplinks.com/sap_script_made_easy.html
Debugging Document.
http://www.cba.nau.edu/haney-j/CIS497/Assignments/Debugging.doc
http://help.sap.com/saphelp_47x200/helpdata/en/c6/617ca9e68c11d2b2ab080009b43351/content.htm
http://www.cba.nau.edu/haney-j/CIS497/Assignments/Debugging.doc
http://help.sap.com/saphelp_erp2005/helpdata/en/b3/d322540c3beb4ba53795784eebb680/frameset.htm
http://help.sap.com/saphelp_nw04/helpdata/en/84/1f624f4505144199e3d570cf7a9225/frameset.htm
http://help.sap.com/saphelp_bw30b/helpdata/en/c6/617ca9e68c11d2b2ab080009b43351/content.htm
http://help.sap.com/saphelp_erp2005/helpdata/en/b3/d322540c3beb4ba53795784eebb680/frameset.htm
BAPI
http://help.sap.com/saphelp_46c/helpdata/en/9b/417f07ee2211d1ad14080009b0fb56/frameset.htm
http://searchsap.techtarget.com/originalContent/0,289142,sid21_gci948835,00.html
Checkout !!
http://searchsap.techtarget.com/originalContent/0,289142,sid21_gci948835,00.html
http://techrepublic.com.com/5100-6329-1051160.html#
http://www.sap-img.com/bapi.htm
http://www.sap-img.com/abap/bapi-conventions.htm
http://www.sappoint.com/abap/bapiintro.pdf
http://www.sapgenie.com/abap/bapi/example.htm
http://help.sap.com/printdocu/core/Print46c/en/data/pdf/BCMIDAPII/CABFAAPIINTRO.pdf
http://help.sap.com/printdocu/core/Print46c/en/data/pdf/CABFABAPIREF/CABFABAPIPG.pdf
http://help.sap.com/printdocu/core/Print46c/en/data/pdf/BCFESDE8/BCFESDE8.pdf
List of all BAPIs
http://www.planetsap.com/LIST_ALL_BAPIs.htm
http://www.sappoint.com/abap/bapiintro.pdf
http://www.sappoint.com/abap/bapiprg.pdf
http://www.sappoint.com/abap/bapiactx.pdf
http://www.sappoint.com/abap/bapilst.pdf
http://www.sappoint.com/abap/bapiexer.pdf
http://service.sap.com/ale
http://service.sap.com/bapi
http://www.geocities.com/mpioud/Abap_programs.html
http://www.sapdevelopment.co.uk/reporting/reportinghome.htm
Simple ALV report
http://www.sapgenie.com/abap/controls/alvgrid.htm
http://wiki.ittoolbox.com/index.php/Code:Ultimate_ALV_table_toolbox
ALV
1. Please give me general info on ALV.
http://www.sapfans.com/forums/viewtopic.php?t=58286
http://www.sapfans.com/forums/viewtopic.php?t=76490
http://www.sapfans.com/forums/viewtopic.php?t=20591
http://www.sapfans.com/forums/viewtopic.php?t=66305 - this one discusses which way should you use - ABAP Objects calls or simple function modules.
2. How do I program double click in ALV?
http://www.sapfans.com/forums/viewtopic.php?t=11601
http://www.sapfans.com/forums/viewtopic.php?t=23010
3. How do I add subtotals (I have problem to add them)...
http://www.sapfans.com/forums/viewtopic.php?t=20386
http://www.sapfans.com/forums/viewtopic.php?t=85191
http://www.sapfans.com/forums/viewtopic.php?t=88401
http://www.sapfans.com/forums/viewtopic.php?t=17335
4. How to add list heading like top-of-page in ABAP lists?
http://www.sapfans.com/forums/viewtopic.php?t=58775
http://www.sapfans.com/forums/viewtopic.php?t=60550
http://www.sapfans.com/forums/viewtopic.php?t=16629
5. How to print page number / total number of pages X/XX in ALV?
http://www.sapfans.com/forums/viewtopic.php?t=29597 (no direct solution)
6. ALV printing problems. The favourite is: The first page shows the number of records selected but I don't need this.
http://www.sapfans.com/forums/viewtopic.php?t=64320
http://www.sapfans.com/forums/viewtopic.php?t=44477
7. How can I set the cell color in ALV?
http://www.sapfans.com/forums/viewtopic.php?t=52107
8. How do I print a logo/graphics in ALV?
http://www.sapfans.com/forums/viewtopic.php?t=81149
http://www.sapfans.com/forums/viewtopic.php?t=35498
http://www.sapfans.com/forums/viewtopic.php?t=5013
9. How do I create and use input-enabled fields in ALV?
http://www.sapfans.com/forums/viewtopic.php?t=84933
http://www.sapfans.com/forums/viewtopic.php?t=69878
10. How can I use ALV for reports that are going to be run in background?
http://www.sapfans.com/forums/viewtopic.php?t=83243
http://www.sapfans.com/forums/viewtopic.php?t=19224
11. How can I display an icon in ALV? (Common requirement is traffic light icon).
http://www.sapfans.com/forums/viewtopic.php?t=79424
http://www.sapfans.com/forums/viewtopic.php?t=24512
12. How can I display a checkbox in ALV?
http://www.sapfans.com/forums/viewtopic.php?t=88376
http://www.sapfans.com/forums/viewtopic.php?t=40968
http://www.sapfans.com/forums/viewtopic.php?t=6919
Go thru these programs they may help u to try on some hands on
ALV Demo program
BCALV_DEMO_HTML
BCALV_FULLSCREEN_DEMO ALV Demo: Fullscreen Mode
BCALV_FULLSCREEN_DEMO_CLASSIC ALV demo: Fullscreen mode
BCALV_GRID_DEMO Simple ALV Control Call Demo Program
BCALV_TREE_DEMO Demo for ALV tree control
BCALV_TREE_SIMPLE_DEMO
BC_ALV_DEMO_HTML_D0100
Remote Function Call:
RFC is an SAP interface protocol. Based on CPI-C, it considerably simplifies the programming of communication processes between systems.
RFCs enable you to call and execute predefined functions in a remote system - or even in the same system.
RFCs manage the communication process, parameter transfer and error handling.
http://help.sap.com/saphelp_47x200/helpdata/en/22/042860488911d189490000e829fbbd/frameset.htm.
ALE/ IDOC
http://help.sap.com/saphelp_erp2004/helpdata/en/dc/6b835943d711d1893e0000e8323c4f/content.htm
http://www.sapgenie.com/sapgenie/docs/ale_scenario_development_procedure.doc
http://edocs.bea.com/elink/adapter/r3/userhtm/ale.htm#1008419
http://www.netweaverguru.com/EDI/HTML/IDocBook.htm
http://www.sapgenie.com/sapedi/index.htm
http://www.sappoint.com/abap/ale.pdf
http://www.sappoint.com/abap/ale2.pdf
http://www.sapgenie.com/sapedi/idoc_abap.htm
http://help.sap.com/saphelp_erp2005/helpdata/en/0b/2a60bb507d11d18ee90000e8366fc2/frameset.htm
http://help.sap.com/saphelp_erp2005/helpdata/en/78/217da751ce11d189570000e829fbbd/frameset.htm
http://www.allsaplinks.com/idoc_sample.html
http://www.sappoint.com/abap.html
http://help.sap.com/saphelp_erp2004/helpdata/en/dc/6b835943d711d1893e0000e8323c4f/content.htm
http://www.sapgenie.com/sapgenie/docs/ale_scenario_development_procedure.doc
http://edocs.bea.com/elink/adapter/r3/userhtm/ale.htm#1008419
http://www.netweaverguru.com/EDI/HTML/IDocBook.htm
http://www.sapgenie.com/sapedi/index.htm
http://www.allsaplinks.com/idoc_sample.html
Refer this
http://www.sapbrain.com/FAQs/TECHNICAL/SAP_ABAP_DATADICTIONARY_FAQ.html
http://www.****************/InterviewQ/interviewQ.htm
http://help.sap.com/saphelp_46c/helpdata/en/35/2cd77bd7705394e10000009b387c12/frameset.htm
http://www.techinterviews.com/?p=198
http://www.techinterviews.com/?p=326
http://www.sap-img.com/abap/answers-to-some-abap-interview-questions.htm
http://www.sap-img.com/abap/more-than-100-abap-interview-faqs.htm
http://www.geekinterview.com/Interview-Questions/SAP-R-3/ABAP
http://sap.ittoolbox.com/documents/popular-q-and-a/abap-sample-interview-questions-3240
http://www.sap-img.com/abap/abap-interview-question.htm
http://www.allinterview.com/Interview-Questions/ABAP.html
reward if useful
regards
Anji
Similar Messages
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Mac Mini 2009 vs Leopard Server
Hi all...
I am hoping to get to the bottom of this asap, as I am looking forward to just getting on with things.
The issue is installation of Mac OS X Leopard Server 10.4 on a Mac Mini (Early 2009)
First of all.... Yes I have read the *Article HT3479* http://support.apple.com/kb/HT3479 and yes it allows you too boot your mini, however....
When you go through the installation process and are entering your information, there are several key steps missing from the interview[Server Assistant]. The main question missing is, "What type of installation" Standard, workgroup or advanced.
Another key set of questions missing is Network Setup.
So suffice to say the HT3479 does not address the issue i am experiencing.
Here are the methods I have attempted to use to install Server on this mini...
HT3479. {The result is that I can not run Server Preferences... Apparently the computer is in advanced mode and can not be reverted to standard}
The above method has been tried in the following examples...
* Install Mac OS X Client (10.5.6 from client disk)
+ Apply updates (at the time it was pre 10.5.7 so up to and including all updates to that time10.5.6)
+ Run Server installation from 10.5.4 Server Disk
+ Apply patches before rebooting
+ Run through shorted setup questions (See above)
+ check for updates before launching anything
* Install Mac OS X Client (10.5.6 from client disk)
+ Don't apply updates
+ Run Server installation from 10.5.4 Server Disk
+ Apply patches before rebooting
+ Run through shorted setup questions (See above)
+ check for updates before launching anything
I tried the above methods several times having no success
I contacted Apple support where I was asked to just try it again! and was told that nobody else was having these issues.
Great... 60Gb download capped reached so I had to wait for this month to continue.
10.5.7 update was released recently, so i thought I may be in luck.
So this month I have tried the above methods several times with the same outcomes.
In desperation I tried the following method...
Boot the Mac Mini in Target Disk Mode and running installation from an iMac targeting the disk in the mac mini. {The result is that during Boot up and Shut down verbose mode is invoked and there are numerous error messages in the log files, secondly I am experiencing several issues with DNS names etc.... won't accept SERVERNAME.local}
Anyway, this method gave me the most joy but still far from ideal.
Seemingly unfair it let me glimpse what leopard server can do, and yes i like what i see, but I really need to be able to install leopard server normally and have no issues.
*Hardware Configuration*.
Mac Mini (Early 2009) A1283 (2.0\1X1G\120\SD\AP\BT)
Upgraded RAM from 1GB to 4 GB (yes it works fine, full hardware test performed)
Upgraded HDD from 120GB to 320GB 7200 rpm (Caviar Black)
Samsung 22" monitor
Apple Keyboard (Aluminium with keypad) A1243
Apple Mightymouse A1152
Network
ADSL modem PPPOE
Apple Airport Extreme
Wired direct from rear of AEBS to Mac Mini
AEBS setup in DHCP, but reserved IP address for Mac Mini's Mac Address
Software
Mac OS X Server Version 10.5.4 [0Z691-6214-A] (Full retail version)
Mac OS X 10.5.6 Disk version 1.0 [2Z691-6344-A]
I am sure that others are experiencing the same issue, as many have listed similar issues to the above, however many are open ended with no resolution. I hope that if a solution is found or it is determined that there is an issue that news can be posted by apple so others are better informed before investing money in both products hoping to achieve a working network server.I recently purchased a Mac Mini 320 GB model and OS X Server (Leopard). Before I purchased them I asked a couple of the Genius guys if I could run OS X Server normally on one of the new 320GB Minis? And the concensus among several Apple Store employees, was that yes, there should be no problem whatsoever...
So I bought the pair, and went through the install process numerous times, and was never able to get the standard installation until I resorted to dire measures which I have outlined below.
I tried to boot from OS X Server 10.5.4 on several machines at the Apple Store, and it does not boot any of the new machines (as of 2009.06.02). The normal install (use the os x server disk to boot) works perfect on an iMac 2.4GHz machine, and on a G4 Mirrored Drive machine, and on both of these machines the process is simple. Pop in the os x server disk, go get a sandwich, come back, answer a few questions, you are up and running, and life is great. It doesn't get any better...
The problem with the newer machines is that you must install the standard os x, get all the updates, insert os x server disk, and install os x server. The unfortunate part is that by the time you install OS X Server several items have already been set, OS X Server senses this and skips about 17 screens that allow for {"standard", "workgroup", "enterprise"} setup, and goes right into the "enterprise" mode.
One of the big conveniences with the standard setup is that quite a few things are created for you. Once you use the "standard" setup you can promote the installation to the "enterprise" mode by opening it with "Server Admin" which provides infinitely more control, but using "standard" setup to start with simplifies life considerably.
If you figure out how to do the "standard" install bear in mind that when it asks you for your administrative user account info it really wants :
name : Directory Admin
shortname : diradmin
password : astrongpassword
This will allow you to go from LOCAL to LDAPv3/127.0.0.1 when using Workgroup Manager
When it asks if you want add more users you can add one user, the "Local Admin" :
name : Local Admin
shortname : localadmin
password : astrongpassword (you will have to reset this password after you login as diradmin)
You can reset the "Local Admin" password via "System Preferences ---> Accounts"
and you can create the other users via the Workgroup Manager ---> LDAPv3/127.0.0.1 domain once you get DNS and Open Directory working.
if you use "standard" or "enterprise" the first thing to setup is DNS, everything else depends on DNS being configured correctly. "standard" really shines here because it won't let you screw up DNS.
You will need private DNS even if you have a provider handle public DNS for you.
If you are using standard you will be asked for, and can enter something like the following :
domain : crystal-palace.mac.private
machine : crystal-palace
if you are doing the "enterprise" mode you will also have to enter crystal-palace.mac.private in one more field,
Each machine will have a fixed PRIVATE IP address in the form of "192.168.1.n" and a "Computer Name" that was unique within the ZONE (the group of machines) via "System Preferences ---> Sharing".
Once you switch to the "enterprise" mode you can add more machines (using the "Computer Name" above) with their respective private ip addresses.
If you are using the "enterprise" mode, You want to setup Open Directory initially as "standalone", once that is working promote it to "Directory Master" via the "Settings" Tab. If you are using the "standard" mode, the Open Directory is setup automatically as "Directory Master" but there doesn't seem to be any way to add to the DNS, I think you have to use "Directory Utility" to do this. But if you've gotten this far it is easier to promote the setup mode to "enterprise" with "Server Admin".
I have a 1TB drive partitioned into 8 logical drives , the first seven standard partitions are named BUP_1 through BUP_7 and are provide 93 GB each. They are setup as test drives. The last partition is named TM_1 which is used for Time Machine backups and it provides close to 280 GB of backup storage.
On the first partition, I installed OS X 10.5.7 along with some basic applications that I normally use. I then created a dmg installer that I saved to TM_1 using disk utility and used that to install the image on the remaining six partitions (BUP_2 ... BUP_7).
The seven standard partitions then have OS X 10.5.7, which I basically use as test drives. It is here that I attempted different things trying to get this to be a simple deal. If one attempt didn't work I moved on to the next partition...
The BUP_n already have USERNAME setup as localadmin, not admin CHECK step ( 4 ) below. Also note that the dscl commands all have a dot following them.
Steps that worked for me, that allowed me to select the setup mode for os x server.
( 1 ) Boot mac into single user mode by holding down (CMD-S) during startup until you see text scrolling on the screen.
if the text on the screen stops, and you don't get the "root # " cursor, you may have to hit return once in order to get it. Once you get the root cursor you will need to enter the following commands very carefully. On the paths you can type part of the path and hit tab for auto completion. Everything is case sensitive...
NOTICE that USERNAME needs to be substituted with the correct shortname from step ( 4 ) in steps ( 6 ), ( 7 ) and ( 8 )
( 2 ) $ mount -uw /
( 3 ) $ /bin/launchctl load /System/Library/LaunchDaemons/com.apple.DirectoryServices.plist &
( 4 ) $ dscl . -list /Users
( 5 ) $ rm -R /Library/Preferences/
( 6 ) $ rm -R /Users/USERNAME/
( 7 ) $ dscl . -delete /Users/USERNAME
( 8 ) $ dscl . -delete /Groups/admin GroupMembership USERNAME
( 9 ) $ rm /var/db/.AppleSetupDone
( 10 ) $ rm -R /var/db/dslocal
( 11 ) $ mkdir -p /var/db/dslocal/nodes
( 12 ) $ cp -Rp /System/Library/DirectoryServices/DefaultLocalDB/Default /var/db/dslocal/nodes/
( 13 ) $ cp -Rp /System/Library/DirectoryServices/DefaultLocalDB/dsmappings /var/db/dslocal/
( 14 ) $ passwd
( 15 A) $ shutdown -h now (if you want to reboot outside of single user mode)
OR
( 15 B) $ exit (if you want to continue booting in single user mode)
I think that to make this an easy install, there should be a small script from Apple that you can run once OS X, and OS X Server are installed, and updated, that reset everything to pristine, so that after running the script everything that needs to be removed, or reset is done so that you can go through the normal 17 screens that allow for simple setup of OS X Server, just like if you had been able to boot from the OS X Server disk.
The answer I got from Apple Support is that when new machines come out it takes a while to get the correct drivers and release an installer disk for OS X Server. The unfortunate part is that there is no simple way to allow the installer to select which mode they need for the particular installation. They are forced to take the "enterprise" mode...
I am not SURE whether the steps I have outlined above cover everything, that is why I am suggesting that if would be far more accurate if Apple provided an installer script when they have NON_BOOTABLE versions of OS X Server Installer.
After three weeks and about 150 hours worth of work, I finally gave up and took the Mac Mini and OS X Server back and bought another iMac 24. Whenever a newer version OS X Server that is bootable on the newer machines comes out, I will get it another shot...
The guy I dealt with at the Apple Store kept saying, it works, you're just not installing it correctly. He also said "I've installed OS X Server on a Mini". But everytime I asked him, "Was it a new new Mini?" and he would respond, "Well, NO!". I also asked him "Were you able to boot the Mini from the the disk ?", he responded "YES!"
I ran into some other issues, for example one night I shutdown the server, and the next morning none of the passwords would work, not even the root password. So I came up with the following, hope this helps.
PROBLEM :
This morning for some reason the Mac Mini would not allow me to log in, neither as the Local Admin, nor as the System Admin. The database containing the login info must have become corrupted.
FIRST LEVEL REPAIR ATTEMPT
I started the machine using the Apple Install DVD, holding the "C" key to force the CD to boot
Once the installer screen came up, hit return and select :
( 1 ) Menu Utilities -> Disk Utility -> Select the Drive -> Repair Permissions
( 2 ) Menu Utilities -> Disk Utility -> Select the Drive -> Repair Disk
( 3 ) Quit out of Disk Utility...
( 4 ) Menu Utilities -> Reset Password
( a ) Reset the password for the root user
( b ) Reset the password for the local admin user.
( 5 ) Quit out of Reset Password...
( 2 ) Menu Utilities -> Startup Disk
( 6 ) Select the correct disk to use for re-start.
( 7 ) Re-Start
( 8 ) I tried this several times, but could never get the new passwords to work after re-booting.
There must have still been some corruption in the database.
SECOND LEVEL REPAIR ATTEMPT
( 10 ) reboot and to hold the CMD-S to boot into the single user mode.
At the root prompt, type in the following commands. I might have to hit return, if there is a white cursor that appears to be hung up waiting for input, just hit return, then you should see the root prompt.
First try :
( 11 ) root # fsck -f
( 12 ) root # mount -uw
( 13 ) root # passwd
( 14 ) root # exit
( 15 ) when the login dialog appears try to login as root
( 16 ) if you can login, go to :
( a ) System Preferences -> Accounts and reset the password for the Local User in question.
ELSE
( b ) Go to step ( 20 ) below
THIRD LEVEL REPAIR ATTEMPT
This is the command set to reset the local DB on the server
20. $ reboot and to hold the CMD-S to boot into the single user mode.
21. $ mount -uw /
22. $ mv /var/db/dslocal /var/db/dslocal.old
23. $ mkdir -p /var/db/dslocal/nodes
24. $ cp -Rp /System/Library/DirectoryServices/DefaultLocalDB/Default /var/db/dslocal/nodes/
25. $ cp -Rp /System/Library/DirectoryServices/DefaultLocalDB/dsmappings /var/db/dslocal/
26. $ passwd
FOURTH LEVEL REPAIR ATTEMPT
( 31 ) Shutdown the machine with the problem( we will call it the pm for problem machine)
( 32 ) attach a firewire cable to the pm on one end
( 33 ) attach the other end of the firewire cable to a good machine (call it gm)
In my case the gm uses firewire 400, and the pm uses firewire 800, so I had to get a cable that had firewire 400 on one end, and firewire 800 on the other,
( 34 ) start up the pm while holding down the "T" key until you see a large image floating around the pm screen. This put the pm into the "TARGET" mode, now it will behave like a drive, and you should see the drive on your gm desktop.
( 35 ) You can now copy anything you need from the pm to the gm.
( 36 ) Make sure you BACKUP anything and everything you want from the pm to the gm
( 37 ) IF YOU ARE WORKING ON A MACHINE CONTAINING OS X SERVER :
At this point, if nothing else has worked you will have to erase the drive and
( a ) re-install OS X, and
( b ) re-install OS X Server on the pm
( 38 ) IF YOU ARE WORKING ON A MACHINE CONTAINING OS X :
At this point, if nothing else has worked, from the Install DVD you can
( a ) Archive and re-install OS X on the pm
Another interesting thing that has happened several times now, is that I always install standard OS X on the first partition of the disk, and OS X Server on a different partition, and after installing OS X Server the machine would no longer boot from the standard OS X partition. This has happened like four different times, not sure what could be causing this problem. Booting from the install disk and running Disk Utilities to repair the disk (which comes back OK), and repair permissions always comes back with an internal error,and cannot be completed.
I have no clue what could be happening. I always had to reformat the drive and instal OS X all over again.
I have no clue what could be causing this to happen ? -
SAP R/3 implementation methodologies
Hi,
Can any one send me SAP R/3 implementation methodologies Documents and links.
Thanks & Regards,
Ramhi,
1
SAP R/3 Implementation
at Geneva Pharmaceuticals1
Company Background
Geneva Pharmaceuticals, Inc., one of the worlds largest generic drug manufacturers, is the North
American hub for the Generics division of Swiss pharmaceutical and life sciences company Novartis
International AG. Originally founded by Detroit pharmacist Stanley Tutag in 1946, Geneva moved
its headquarters to Broomfield, Colorado in 1974. The company was subsequently acquired by Ciba
Corporation in 1979, which in 1996, merged with Sandoz Ltd. in the largest ever healthcare merger to
form Novartis. Alex Krauer, Chairman of Novartis and former Chairman and CEO of Ciba,
commented on the strengths of the merger:
Strategically, the new company moves into a worldwide leadership position in life
sciences. Novartis holds the number two position in pharmaceuticals,
number one in crop protection, and has tremendous development potential in
nutrition.
The name Novartis comes from the Latin term novae artes or new arts, which eloquently captures
the companys corporate vision: to develop new skills in the science of life. Novartis inherited,
from its parent companies, a 200-year heritage of serving consumers in three core business segments:
healthcare, agribusiness, and nutrition. Business units organized under these divisions are listed in
Exhibit 1. Today, the Basel (Switzerland) based life sciences company employs 82,500 employees
worldwide, runs 275 affiliate operations in 142 countries, and generates annual revenues of 32 billion
Swiss Francs. Novartis key financial data for the last five years (1994-98) are presented in Exhibit 2.
The companys American Depository Receipts trade on the New York Stock Exchange under the
ticker symbol NVTSY.
Novartis global leadership in branded pharmaceuticals is complemented by its generic drugs
division, Novartis Generics. This division is headquartered in Kundl (Austria), and its U.S.
operations are managed by Geneva Pharmaceuticals. In 1998, Geneva had revenues of $300 million,
employed nearly 1000 employees, and manufactured over 4.6 billion dosage units of generic drugs.
1 This freeware case was written by Dr. Anol Bhattacherjee to serve as a basis for class discussion rather than
to demonstrate the effective or ineffective handling of an administrative or business situation. The author is
grateful to Randy Weldon, CIO of Geneva Pharmaceuticals, and his coworkers for their unfailing help
throughout the course of this project. This case can be downloaded and distributed free of charge for non-profit
or academic use, provided the contents are unchanged and this copyright notice is clearly displayed. No part of
this case can be used by for-profit organizations without the express written consent of the author. This case
also cannot be archived on any web site that requires payment for access. Copyright © 1999 by Anol
Bhattacherjee. All rights reserved.
ERP Implementation at Geneva Pharmaceuticals 2
Geneva portfolio currently includes over 200 products in over 500 package sizes, covering a wide
range of therapeutic categories, such as nervous system disorders, cardio-vascular therapies, and
nonsteroidal anti-inflammatory drugs. Its major products include ranitidine, atenolol, diclofenac
sodium, ercaf, metoprolol tartrate, triamterene with hydrochlorothiazide, and trifluoperazine.
Genevas business and product information can be obtained from the company web site at
www.genevaRx.com.
Generic drugs are pharmaceutically and therapeutically equivalent versions of brand name drugs with
established safety and efficacy. For instance, acetaminophen is the equivalent of the registered brand
name drug Tylenolâ, aspirin is equivalent of Ecotrinâ, and ranitidine HCl is equivalent of Zantacâ.
This equivalence is tested and certified within the U.S. by the Food and Drug Administration (FDA),
following successful completion of a bioequivalence study, in which the blood plasma levels of the
active generic drug in healthy people are compared with that of the corresponding branded drug.
Genevas business strategy has emphasized growth in two ways: (1) focused growth over a select
range of product types, and (2) growth via acquisitions. Internal growth was 14 percent in 1998,
primarily due to vigorous growth in the penicillin and cephalosporin businesses. In pursuit of further
growth, Geneva spend $52 million in 1997 to upgrade its annual manufacturing capacity to its current
capacity of 6 billion units, and another $23 million in 1998 in clinical trials and new product
development.
Industry and Competitive Position
The generic drug manufacturing industry is fragmented and highly competitive. In 1998, Geneva was
the fifth largest player in this industry, up from its eighth rank in 1997 but still below its second rank
in 1996. The companys prime competitors fall into three broad categories: (1) generic drugs
divisions of major branded drug companies (e.g., Warrick a division of Schering-Plough and
Apothecon a division of Bristol Myers Squibb), (2) independent generic drug manufacturers (e.g.,
Mylan, Teva Pharmaceuticals, Barr Laboratories, and Watson Pharmaceuticals), and (3) drug
distributors vertically integrating into generics manufacturing (e.g., AndRx). The industry also has
about 200 smaller players specializing in the manufacture of niche generic products. While Geneva
benefited from the financial strength of Novartis, independent companies typically used public stock
markets for funding their growth strategies.
In 1998, about 45 percent of prescriptions for medications in the U.S. were filled with generics. The
trend toward generics can be attributed to the growth of managed care providers such as health
maintenance organizations (HMO), who generally prefer lower cost generic drugs to more expensive
brand name alternatives (generic drugs typically cost 30-50 less than equivalent brands). However,
no single generics manufacturer has benefited from this trend, because distributors and pharmacies
view generic products from different manufacturers as identical substitutes and tend to
autosubstitute or freely replace generics from one company with those from another based on
product availability and pricing at that time. Once substituted, it is very difficult to regain that
customer account because pharmacies are disinclined to change product brand, color, and packaging,
to avoid confusion among consumers. In addition, consumer trust toward generics has remained
lower, following a generic drug scandal in the early 1990s (of which Geneva was not a part).
ERP Implementation at Geneva Pharmaceuticals 3
Margins in the generics sector has therefore remained extremely low, and there is a continuous
pressure on Geneva and its competitors to reduce costs of operations.
Opportunities for international growth are limited because of two reasons. First, consumers in some
countries such as Mexico are generally skeptical about the lack of branding because of their cultural
background. Second, U.S. generics manufacturers are often undercut by competitors from India and
China, where abundance of low-cost labor and less restrictive regulatory requirements (e.g., FDA
approval) makes drug manufacturing even less expensive.
Continuous price pressures has resulted in a number of recent industry mergers and acquisitions in the
generic drugs sector in recent years, as the acquirers seek economies of scale as a means of reducing
costs. The search for higher margins has also led some generics companies to venture into the
branded drugs sector, providing clinical trials, research and development, and additional
manufacturing capacity for branded drugs on an outsourced basis.
Major Business Processes
Genevas primary business processes are manufacturing and distribution. The companys
manufacturing operations are performed at a 600,000 square foot facility in Broomfield (Colorado),
while its two large distribution centers are located in Broomfield and Knoxville (Tennessee).
Genevas manufacturing process is scientific, controlled, and highly precise. A long and rigorous
FDA approval process is required prior to commercial production of any drug, whereby the exact
formulation of the drug or its recipe is documented. Raw materials are sourced from suppliers
(sometimes from foreign countries such as China), tested for quality (per FDA requirements),
weighed (based on dosage requirements), granulated (i.e., mixed, wetted, dried, milled to specific
particle sizes, and blended to assure content uniformity), and compressed into a tablet or poured into a
gelatinous capsule. Some products require additional coatings to help in digestion, stabilizing,
regulating the release of active ingredients in the human body, or simply to improve taste. Tablets or
capsules are then imprinted with the Geneva logo and a product identification number. Following a
final inspection, the medications are packaged in childproof bottles with a distinctive Geneva label, or
inserted into unit-dose blister packs for shipment.
Manufacturing is done in batches, however, the same batch can be split into multiple product types
such as tablets and capsules, or tablets of different dosages (e.g., 50 mg and 100 mg). Likewise,
finished goods from a batch can be packaged in different types of bottles, based on customer needs.
These variations add several layers of complexity to the standard manufacturing process and requires
tracking of three types of inventory: raw materials, bulk materials, and finished goods, where bulk
materials represent the intermediate stage prior to packaging. In some cases, additional intermediates
such as coating solution is also tracked. Master production scheduling is focused on the manufacture
of bulk materials, based on forecasted demand and replenishment of safety stocks at the two
distribution centers. Finished goods production depends on the schedule-to-performance, plus
availability of packaging materials (bottles and blister packs), which are sourced from outside
vendors.
ERP Implementation at Geneva Pharmaceuticals 4
Bulk materials and finished goods are warehoused in Broomfield and Knoxville distribution centers
(DC) prior to shipping. Since all manufacturing is done was done at Broomfield, inventory
replenishment of manufactured products is done first at Broomfield and then at Knoxville. To meet
additional customer demand, Geneva also purchases finished goods from smaller manufacturers, who
manufacture and package generic drugs under Genevas level. Since most of these outsourcers are
located along the east coast, and hence, they are distributed first to the Knoxville and then to
Broomfield. Purchasing is simpler than manufacturing because it requires no bill of materials, no
bulk materials management, and no master scheduling; Geneva simply converts planned orders to
purchase requisitions, and then to purchase orders, that are invoiced upon delivery. However, the
dual role of manufacturing and purchasing is a difficult balancing task, as explained by Joe Camargo,
Director of Purchasing and Procurement:
Often times, we are dealing with more than a few decision variables. We have to
look at our forecasts, safety stocks, inventory on hand, and generate a replenishment
plan. Now we dont want to stock too much of a finished good inventory because that
will drive up our inventory holding costs. We tend to be a little more generous on the
raw materials side, since they are less costly than finished goods and have longer
shop lives. We also have to factor in packaging considerations, since we have a
pretty short lead time on packaging materials, and capacity planning, to make sure
that we are making efficient use of our available capacity. The entire process is
partly automated and partly manual, and often times we are using our own
experience and intuition as much as hard data to make a good business decision.
Geneva supplies to a total of about 250 customers, including distributors (e.g., McKesson, Cardinal,
Bergen), drugstore chains (e.g., Walgreen, Rite-Aid), grocery chains with in-store pharmacies (e.g.,
Safeway, Kroger), mail order pharmacies (e.g., Medco, Walgreen), HMOs (e.g., Pacificare, Cigna),
hospitals (e.g., Columbia, St. Lukes), independent retail pharmacies, and governmental agencies
(e.g., U.S. Army, Veterans Administration, Federal prisons). About 70 percent of Genevas sales
goes to distributors, another 20 percent goes to drugstore chains, while HMOs, government, retail
pharmacies, and others account for the remaining 10 percent. Distributors purchase generic drugs
wholesale from Geneva, and then resell them to retail and mail order pharmacies, who are sometimes
direct customers of Geneva. The volume and dollar amount of transaction vary greatly from one
customer to another, and while distributors are sometimes allow Geneva some lead time to fulfill in a
large order, retail pharmacies typically are unwilling to make that concession.
One emerging potential customer segment is Internet-based drug retailers such as Drugstore.com and
PlanetRx.com. These online drugstores do not maintain any inventory of their own, but instead
accept customer orders and pass on those orders to any wholesaler or manufacturer that can fill those
orders in short notice. These small, customized, and unpredictable orders do not fit well with
Genevas wholesale, high-volume production strategy, and hence, the company has decided against
direct retailing to consumers via mail order or the Internet, at least for the near future.
As is standard in the generics industry, Geneva uses a complex incentive system consisting of
rebates and chargebacks to entice distributors and pharmacies to buy its products. Each drug is
assigned a published industry price by industry associations, but Geneva rebates that price to
distributors on their sales contracts. For instance, if the published price is $10, and the rebates
assigned to a distributor is $3, then the contract price on that drug is $7. Rebate amounts are
ERP Implementation at Geneva Pharmaceuticals 5
determined by the sales management based on negotiations with customers. Often times, customers
get proposals to buy the product cheaper from a different manufacturer and ask Geneva for a
corresponding discount. Depending on how badly Geneva wants that particular customer or push that
product, it may offer a rebate or increase an existing rebate. Rebates can vary from one product to
another (for the same customer) and/or from one order volume to another (for the same product).
Likewise, pharmacies ordering Genevas products are paid back a fraction of the sales proceeds as
chargebacks.
The majority of Genevas orders come through EDI. These orders are passed though multiple filters
in an automated order processing system to check if the customer has an active customer number and
sufficient credit, if the item ordered is correct and available in inventory. Customers are then
assigned to either the Broomfield or Knoxville DC based on quantity ordered, delivery expiration
dates, and whether the customer would accept split lots. If the quantity ordered is not available at the
primary DC (say, Knoxville), a second allocation is made to the secondary DC (Broomfield, in this
case). If the order cannot be filled immediately, a backorder will be generated and the Broomfield
manufacturing unit informed of the same. Once filled, the distribution unit will print the order and
ship it to the customer, and send order information to accounts receivable for invoicing. The overall
effectiveness of the fulfillment process is measured by two customer service metrics: (1) the ratio
between the number of lines on the order that can be filled immediately (partial fills allowed) to the
total number of lines ordered by the customer (called firstfill), and (2) the percentage of items send
from the primary DC. Fill patterns are important because customers typically prefer to get all items
ordered in one shipment.
Matching customer demand to production schedules is often difficult because of speculative buying
on the part of customers. Prices of drugs are typically reassessed at the start of every fiscal year, and
a distributor may place a very large order at the end of the previous year to escape a potential price
increase at the start of the next year (these products would then be stockpiled for reselling at higher
prices next year). Likewise, a distributor may place a large order at the end of its financial year to
transfer cash-on-hand to cost-of-goods-sold, for tax purposes or to ward off a potential acquisition
threat. Unfortunately, most generics companies do not have the built-in capacity to deliver such
orders within short time frames, yet inability to fulfill orders may lead to the loss of an important
customer. Safety stocks help meet some of these unforeseen demands, however maintaining such
inventory consumes operating resources and reduce margins further.
SAP R/3 Implementation
Up until 1996, Genevas information systems (IS) consisted of a wide array of software programs for
running procurement, manufacturing, accounting, sales, and other mission-critical processes. The
primary hardware platform was IBM AS/400, running multiple operational databases (mostly DB/2)
and connected to desktop microcomputers via a token-ring local area network (LAN). Each business
unit had deployed applications in an ad hoc manner to meet its immediate needs, which were
incompatible across business units. For instance, the manufacturing unit (e.g., materials requirements
planning) utilized a manufacturing application called MacPac, financial accounting used
Software/2000, and planning/budgeting used FYI-Planner. These systems were not interoperable,
and data that were shared across systems (e.g., accounts receivable data was used by order
ERP Implementation at Geneva Pharmaceuticals 6
management and financial accounting packages, customer demand was used in both sales and
manufacturing systems) had to be double-booked and rekeyed manually. This led to higher incidence
of data entry errors, higher costs of error processing, and greater data inconsistency. Further, data
was locked within functional silos and were unable to support processes that cut across multiple
business units (e.g., end-to-end supply chain management). It was apparent that a common,
integrated company-wide solution would not only improve data consistency and accuracy, but also
reduce system maintenance costs (e.g., data reentry and error correction) and enable implementation
of new value-added processes across business units.
In view of these limitations, in 1996, corporate management at Geneva initiated a search for
technology solutions that could streamline its internal processes, lower costs of operations, and
strategically position the company to take advantage of new value-added processes. More
specifically, it wanted an enterprise resource planning (ERP) software that could: (1) implement best
practices in business processes, (2) provide operational efficiency by integrating data across business
units, (3) reduce errors due to incorrect keying or rekeying of data, (4) reduce system maintenance
costs by standardizing business data, (5) be flexible enough to integrate with new systems (as more
companies are acquired), (6) support growth in product and customer categories, and (7) is Y2K (year
2000) compliant. The worldwide divisions of Novartis were considering two ERP packages at that
time: BPCS from Software Systems Associates and R/3 system from SAP. Eventually, branded drug
divisions decided to standardize their data processing environment using BPCS, and generics agreed
on deploying R/3.2 A brief description of the R/3 software is provided in the appendix.
R/3 implementation at Geneva was planned in three phases (see Exhibit 3). Phase I focused on the
supply side processes (e.g., manufacturing requirements planning, procurement planning), Phase II
was concerned with demand side processes (e.g., order management, customer service), and the final
phase was aimed at integrating supply side and demand side processes (e.g., supply chain
management). Randy Weldon, Genevas Chief Information Officer, outlined the goals of each phase
as:
In Phase I, we were trying to get better performance-to-master production schedule
and maybe reduce our cost of operations. Our Phase II goals are to improve sales
and operations planning, and as a result, reduce back orders and improve customer
service. In Phase III, we hope to provide end-to-end supply chain integration, so that
we can dynamically alter our production schedules to fluctuating demands from our
customers.
For each phase, specific R/3 modules were identified for implementation. These modules along with
implementation timelines are listed in Exhibit 3. The three phases are described in detail next.
2 However, each generics subsidiary had its own SAP R/3 implementation, and therefore data sharing across
these divisions remained problematic.
ERP Implementation at Geneva Pharmaceuticals 7
Phase I: Supply Side Processes
The first phase of R/3 implementation started on November 1, 1997 with the goal of migrating all
supply-side processes, such as purchasing management, capacity planning, master scheduling,
inventory management, quality control, and accounts payable from diverse hardware/software
platforms to a unified R/3 environment. These supply processes were previously very manual and
labor intensive. A Macpac package running on an IBM AS/400 machine was used to control shop
floor operations, prepare master schedules, and perform maintenance management. However, the
system did not have simulation capability to run alternate production plans against the master
schedule, and was therefore not used for estimation. The system also did not support a formal process
for distribution resource planning (DRP), instead generated a simple replenishment schedule based on
predefined economic order quantities. Materials requirements planning (MRP) was only partially
supported in that the system generated production requirements and master schedule but did not
support planned orders (e.g., generating planned orders, checking items in planned orders against the
inventory or production plan, converting planned orders to purchase orders or manufacturing orders).
Consequently, entering planned orders, checking for errors, and performing order conversion were all
entered manually, item by item, by different sales personnel (which left room for rekeying error).
Macpac did have a capacity resource planning (CRP) functionality, but this feature was not used since
it required heavy custom programming and major enhancements to master data. The system had
already been so heavily customized over the years, that even a routine system upgrade was considered
too unwieldy and expensive. Most importantly, the existing system did not position Geneva well for
the future, since it failed to accommodate consigned inventory, vendor-managed inventory, paperless
purchasing, and other innovations in purchasing and procurement that Geneva wanted to implement.
The objectives of Phase I were therefore to migrate existing processes from Macpac to R/3, automate
supply side process not supported by MacPac, and integrate all supply-side data in a single, real-time
database so that the synergies could be exploited across manufacturing and purchasing processes.
System integration was also expected to reduce inventory and production costs, improve
performance-to-master scheduling, and help managers make more optimal manufacturing and
purchase decisions. Since R/3 would force all data to be entered only once (at source by the
appropriate shop floor personnel), the need of data reentry would be eliminated, and hence costs of
data reconciliation would be reduced. The processes to be migrated from MacPac (e.g., MRP,
procurement) were fairly standardized and efficient, and were hence not targeted for redesign or
enhancement. Three SAP modules were scheduled for deployment: materials management (MM),
production planning (PP), and accounts payable component of financial accounting (FI). Exhibit A-1
in Appendix provides brief descriptions of these and other commonly referenced R/3 modules.
Phase I of R/3 implementation employed about ten IS personnel, ten full-time users, and ten part-time
users from business units within Geneva. Whitman-Hart, a consulting company with prior experience
in R/3 implementation, was contracted to assist with the migration effort. These external consultants
consisted of one R/3 basis person (for implementing the technical core of the R/3 engine), three R/3
configurators (for mapping R/3 configuration tables in MM, PP, and FI modules to Genevas needs),
and two ABAP programmers (for custom coding unique requirements not supported by SAP). These
consultants brought in valuable implementation experience, which was absolutely vital, given that
Geneva had no in-house expertise in R/3 at that time. Verne Evans, Director of Supply Chain
Management and a super user of MacPac, was assigned the project manager for this phase. SAPs
ERP Implementation at Geneva Pharmaceuticals 8
rapid implementation methodology called Accelerated SAP (ASAP) was selected for deployment,
because it promised a short implementation cycle of only six months.3
Four months later, Geneva found that little progress had been made in the implementation process
despite substantial investments on hardware, software, and consultants. System requirements were
not defined correctly or in adequate detail, there was little communication or coordination of activities
among consultants, IS personnel, and user groups, and the project manager was unable to identify or
resolve problems because he had no prior R/3 experience. In the words of a senior manager, The
implementation was clearly spinning out of control. Consultants employed by Whitman-Hart were
technical specialists, and had little knowledge of the business domain. The ASAP methodology
seemed to be failing, because although it allowed a quick canned implementation, it was not flexible
enough to meet Genevas extensive customization needs, did not support process improvements, and
alienated functional user groups from system implementation. To get the project back into track and
give it leadership and direction, in February 1998, Geneva hired Randy Weldon as its new CIO.
Weldon brought in valuable project management experience in R/3 from his previous employer,
StorageTek.4
From his prior R/3 experience, Weldon knew that ERP was fundamentally about people and process
change, rather than about installing and configuring systems, and that successful implementation
would require the commitment and collaboration of all three stakeholder groups: functional users, IS
staff, and consultants. He instituted a new project management team, consisting of one IS manager,
one functional manager, and one senior R/3 consultant. Because Genevas internal IS department had
no R/3 implementation experience, a new team of R/3 professionals (including R/3 basis personnel
and Oracle database administrators) was recruited. Anna Bourgeois, with over three years of R/3
experience at Compaq Computers, was brought in to lead Genevas internal IS team. Weldon was not
particularly in favor of Whitman-Hart or the ASAP methodology. However, for project expediency,
he decided to continue with Whitman-Hart and ASAP for Phase 1, and explore other options for
subsequent phases.
By February 1999, the raw materials and manufacturing component of R/3s MM module was up
and running. But this module was not yet integrated with distribution (Phase II) and therefore did
not have the capability to readjust production runs based on current sales data. However, several
business metrics such as yield losses and key performance indicators showed performance
improvement following R/3 implementation. For instance, the number of planning activities
performed by a single individual was doubled. Job roles were streamlined, standardized, and
consolidated, so that the same person could perform more value-added activities. Since R/3
eliminated the need for data rekeying and validating, the portion of the inventory control unit that
dealt with data entry and error checking was disbanded and these employees were taught new skills
for reassignment to other purchasing and procurement processes. But R/3 also had its share of
disappointments, as explained by Camargo:
3 ASAP is SAPs rapid implementation methodology that provides implementers a detailed roadmap of the
implementation life cycle, grouped into five phases: project preparation, business blueprint, realization, final
preparation, and go live. ASAP provides a detailed listing of activities to be performed in each phase,
checklists, predefined templates (e.g., business processes, cutover plans), project management tools,
questionnaires (e.g., to define business process requirements), and a Question & Answer Database
4 StorageTek is a leading manufacturer of magnetic tape and disk components also based in Colorado.
ERP Implementation at Geneva Pharmaceuticals 9
Ironically, one of the problems we have with SAP, that we did not have with
Macpac, is for the job to carry the original due date and the current due date, and
measure production completion against the original due date. SAP only allows us to
capture one due date, and if we change the date to reflect our current due date, that
throws our entire planning process into disarray. To measure how we are filling
orders, we have to do that manually, offline, on a spreadsheet. And we cant record
that data either in SAP to measure performance improvements over time.
Bourgeois summed up the implementation process as:
Phase I, in my opinion, was not done in the most effective way. It was done as
quickly as possible, but we did not modify the software, did not change the process,
or did not write any custom report. Looking back, we should have done things
differently. But we had some problems with the consultants, and by the time I came
in, it was a little too late to really make a change. But we learned from these
mistakes, and we hope to do a better job with Phases II and III.
Phase II: Demand Side Processes
Beginning around October 1998, the goals of the second phase were to redesign demand-side
processes such as marketing, order fulfillment, customer sales and service, and accounts receivable,
and then implement the reengineered processes using R/3. Geneva was undergoing major business
transformations especially in the areas of customer sales and service, and previous systems (Macpac,
FYI Planner, etc.) were unable to accommodate these changes. For instance, in 1998, Geneva started
a customer-based forecasting process for key customer accounts. It was expected that a better
prediction of order patterns from major customers would help the company improve its master
scheduling, while reducing safety stock and missed orders. The prior forecasting software, FYI
Planner, did not allow forecasting on a customer-by-customer basis. Besides, demand-side processes
suffered from similar lack of data integration and real-time access as supply side processes, and R/3
implementation, by virtue of its real-time integration of all operational data would help manage crossfunctional
processes better. Mark Mecca, Director of Customer Partnering, observed:
Before SAP, much of our customer sales and service were managed in batch mode
using MacPac. EDI orders came in once a night, chargebacks came in once a day,
invoicing is done overnight, shipments got posted once a day; so you dont know
what you shipped for the day until that data was entered the following day. SAP will
allow us to have access to real-time data across the enterprise. There will be
complete integration with accounting, so we will get accurate accounts receivable
data at the time a customer initiates a sales transaction. Sometime in the future,
hopefully, we will have enough integration with our manufacturing processes so that
we can look at our manufacturing schedule and promise a customer exactly when we
can fill his order.
However, the second phase was much more challenging than the first phase, given the non-standard
and inherently complex nature of Genevas sales and service processes. For instance, customer rebate
ERP Implementation at Geneva Pharmaceuticals 10
percentages varied across customers, customer-product combinations, and customer-product-order
volume combinations. Additionally, the same customer sometimes had multiple accounts with
Geneva and had a different rebate percentage negotiated for each account.
Bourgeois was assigned overall responsibility of the project, by virtue of her extensive knowledge of
EDI, R/3 interface conversion, and sales and distribution processes, and ability to serve as a technical
liaison between application and basis personnel. Whitman-Hart was replaced with a new consulting
firm, Arthur Andersen Business Consulting, to assist Geneva with the second and third phases of R/3
implementation. Oliver White, a consulting firm specializing in operational processes for
manufacturing firms, was also hired to help redesign existing sales and distribution processes using
best practices, prior to R/3 implementation. Weldon explained the reason for hiring two consulting
groups:
Arthur Anderson was very knowledgeable in the technical and configurational
aspects of SAP implementation, but Oliver White was the process guru. Unlike
Phase I, we were clearly targeting process redesign and enhancement in Phases II
and III, and Oliver White brought in best practices by virtue of their extensive
experience with process changes in manufacturing organizations. Since Phase I was
somewhat of a disaster, we wanted to make sure that we did everything right in
Phases II and III and not skimp on resources.
Technical implementation in Phase II proceeded in three stages: conceptual design, conference room
pilot, and change management. In the conceptual design stage, key users most knowledgeable with
the existing process were identified, assembled in a room, and interviewed, with assistance from
Oliver White consultants. Process diagrams were constructed on post-it notes and stuck to the
walls of a conference room for others to view, critique, and suggest modifications. The scope and
boundaries of existing processes, inputs and deliverables of each process, system interfaces, extent of
process customization, and required level of system flexibility were analyzed. An iterative process
was employed to identify and eliminate activities that did not add value, and generate alternative
process flows. The goal was to map the baseline or existing (AS-IS) processes, identify bottlenecks
and problem areas, and thereby, to create reengineered (TO-BE) processes. This information
became the basis for subsequent configuration of the R/3 system in the conference room pilot stage.
A core team of 20 IS personnel, users, and consultants worked full-time on conceptual design for 2.5
months (this team later expanded to 35 members in the conference room pilot stage). Another 30
users were involved part-time in this effort; these individuals were brought in for focused periods of
time (between 4 and 14 hours) to discuss, clarify, and agree on complex distribution-related issues.
The core team was divided into five groups to examine different aspects of the distribution process:
(1) product and business planning, (2) preorder (pricing, chargebacks, rebates, contracts, etc.), (3)
order processing, (4) fulfillment (shipping, delivery confirmation, etc.), and (5) post-order (accounts
receivable, credit management, customer service, etc.). Thirteen different improvement areas were
identified, of which four key areas emerged repeatedly from cross-functional analysis by the five
groups and were targeted for improvement: product destruction, customer dispute resolution, pricing
strategy, and service level. Elaborate models were constructed (via fish bone approach) for each of
these four areas to identify what factors drove these areas, what was the source of problems in these
areas, and how could they be improved using policy initiatives.
ERP Implementation at Geneva Pharmaceuticals 11
The conceptual design results were used to configure and test prototype R/3 systems for each of the
four key improvement areas in the conference room pilot stage. The purpose of the prototypes was to
test and refine different aspects of the redesigned processes such as forecast planning, contract
pricing, chargeback strategy determination, receivables creation, pre-transaction credit checking,
basic reporting, and so forth in a simulated environment. The prototypes were modified several times
based on user feedback, and the final versions were targeted for rollout using the ASAP methodology.
In the change management stage, five training rooms were equipped with computers running the
client version of the R/3 software to train users on the redesigned processes and the new R/3
environment. An advisory committee was formed to oversee and coordinate the change management
process. Reporting directly to the senior vice president level, this committee was given the mandate
and resources to plan and implement any change strategies that they would consider beneficial. A
change management professional and several trainers were brought in to assist with this effort.
Multiple brown bag luncheons were organized to plan out the course of change and discuss what
change strategies would be least disruptive. Super users and functional managers, who had the
organizational position to influence the behaviors of colleagues or subordinates in their respective
units, were identified and targeted as potential change agents. The idea was to seed individual
business units with change agents they could trust and relate to, in an effort to drive a grassroots
program for change.
To stimulate employee awareness, prior to actual training, signs were put up throughout the company
that said, Do you know that your job is changing? Company newsletters were used to enhance
project visibility and to address employee questions or concerns about the impending change. A
separate telephone line was created for employees to call anytime and inquire about the project and
how their jobs would be affected. The human resources unit conducted an employee survey to
understand how employees viewed the R/3 implementation and gauge their receptivity to changes in
job roles as a result of this implementation.
Training proceeded full-time for three weeks. Each user received an average of 3-5 days of training
on process and system aspects. Training was hands-on, team-oriented, and continuously mentored,
and was oriented around employees job roles such as how to process customer orders, how to move
inventory around, and how to make general ledger entries, rather than how to use the R/3 system.
Weldon described the rationale for this unique, non-traditional mode of training:
Traditional system training does not work very well for SAP implementation
because this is not only a technology change but also a change in work process,
culture, and habits, and these are very difficult things to change. You are talking
about changing attitudes and job roles that have been ingrained in employees minds
for years and in some cases, decades. System training will overwhelm less
sophisticated users and they will think, O my God, I have no clue what this computer
thing is all about, I dont know what to do if the screen freezes, I dont know how to
handle exceptions, Im sure to fail. Training should not focus on how they should
use the system, but on how they should do their own job using the system. In our
case, it was a regular on-the-job training rather than a system training, and
employees approached it as something that would help them do their job better.
ERP Implementation at Geneva Pharmaceuticals 12
Several startling revelations were uncovered during the training process. First, there was a
considerable degree of confusion among employees on what their exact job responsibilities were,
even in the pre-R/3 era. Some training resources had to be expended in reconciling these differences,
and to eliminate ambiguity about their post-implementation roles. Second, Genevas departments
were very much functionally oriented and wanted the highest level of efficiency from their
department, sometimes to the detriment of other departments or the overall process. This has been a
sticky cultural problem, and at the time of the case, the advisory committee was working with senior
management to see if any structural changes could be initiated within the company to affect a mindset
change. Third, Geneva realized that change must also be initiated on the customer side, so that
customers are aware of the systems benefits and are able to use it appropriately. In the interest of
project completion, customer education programs were postponed until the completion of Phase III of
R/3 implementation.
The primary business metric tracked for Phase II implementation was customer service level, while
other metrics included days of inventory on hand, dollar amount in disputes, dollar amount destroyed,
and so forth. Customer service was assessed by Genevas customers as: (1) whether the item ordered
was in stock, (2) whether Geneva was able to fill the entire order in one shipment, and (3) if
backordered, whether the backorder delivered on time. With a customer service levels in the 80s,
Geneva has lagged its industry competitors (mostly in the mid 90s), but has set an aggressive goal to
exceed 99.5 percent service level by year-end 1999. Camargo observed that there was some decrease
in customer service, but this decrease was not due to R/3 implementation but because Geneva faced
an impending capacity shortfall and the planners did not foresee the shortfall quickly enough to
implement contingency plans. Camargo expected that such problems would be alleviated as
performance-to-schedule and demand forecasting improved as a result of R/3 implementation. Given
that Phase II implementation is still underway at the time of the case (go live date is February 1,
2000), it is still too early to assess whether these targets are reached.
Phase 3: Integrating Supply and Demand
Genevas quest for integrating supply and demand side processes began in 1994 with its supply chain
management (SCM) initiative. But the program was shelved for several years due to the nonintegrated
nature of systems, immaturity of the discipline, and financial limitations. The initiative
resurfaced on the planning boards in 1998 under the leadership of Verne Evans, Director of SCM, as
R/3 promised to remove the technological bottlenecks that prevented successful SCM
implementation. Though SCM theoretically extends beyond the companys boundaries to include its
suppliers and customers, Geneva targeted the mission-critical the manufacturing resource planning
(MRP-II) component within SCM, and more specifically, the Sales and Operations Planning (SOP)
process as the means of implementing just-in-time production scheduling. SOP dynamically linked
planning activities in Genevas upstream (manufacturing) and downstream (sales) operations,
allowing the company to continuously update its manufacturing capacity and scheduling in response
to continuously changing customer demands (both planned and unanticipated). Genevas MRP-II and
SOP processes are illustrated in Exhibits 5 and 6 respectively.
Until the mid-1990s, Geneva had no formal SOP process, either manual or automated.
Manufacturing planning was isolated from demand data, and was primarily based on historical
ERP Implementation at Geneva Pharmaceuticals 13
demand patterns. If a customer (distributor) placed an unexpected order or requested a change in an
existing order, the manufacturing unit was unable to adjust their production plan accordingly. This
lack of flexibility led to unfilled orders or excess inventory and dissatisfied (and sometimes lost)
customers. Prior sales and manufacturing systems were incompatible with each other, and did not
allow the integration of supply and demand data, as required by SOP. In case production plans
required modification to accommodate a request from a major customer, such decisions were made on
an ad-hoc basis, based on intuition rather than business rationale, which sometimes had adverse
repercussions on manufacturing operations.
To remedy these problems, Geneva started a manual SOP process in 1997 (see Exhibit 6). In this
approach, after the financial close of each month, sales planning and forecast data were aggregated
from order entry and forecasting systems, validated, and manually keyed into master scheduling and
production planning systems. Likewise, prior period production and inventory data were entered into
order management systems. The supply planning team and demand analysis team arrived at their
own independent analysis of what target production and target sales should be. These estimates
(likely to be different) were subsequently reviewed in a joint meeting of demand analysts and master
schedulers and reconciliated. Once an agreement was reached, senior executives (President of
Geneva and Senior Vice Presidents), convened a business planning meeting, where the final
production plan and demand schedule were analyzed based on business assumptions, key customers,
key performance indicators, financial goals and projections (market share, revenues, profits), and
other strategic initiatives (e.g., introduction of a new product). The purpose of this final meeting was
not only to fine-tune the master schedule, but also to reexamine the corporate assumptions, growth
estimates, and the like in light of the master schedule, and to develop a better understanding of the
corporate business. The entire planning process took 20 business days (one month), of which the first
10 days were spent in data reentry and validation across corporate systems, followed by five days of
demand planning, two days of supply planning, and three days of reconciliation. The final business
planning meeting was scheduled on the last Friday of the month to approve production plans for the
following month. Interestingly, when the planning process was completed one month later, the
planning team had a good idea of the production schedule one month prior. If Geneva decided to
override the targeted production plans to accommodate a customer request, such changes undermined
the utility of the SOP process.
While the redesigned SOP process was a major improvement over the pre-SOP era, the manual
process was itself limited by the time-lag and errors in data reentry and validation across sales,
production, and financial systems. Further, the process took one month, and was not sensitive to
changes in customer orders placed less than a month from their requested delivery dates. Since much
of the planning time was consumed in reentering and validating data from one system to another,
Evans estimated that if an automated system supported real-time integration of all supply and demand
data in a single unified database, the planning cycle could be reduced to ten business days.
Though SAP provided a SOP module with their R/3 package, Genevas R/3 project management team
believed that this module lacked the intelligence required to generate an optimal production plan
from continuously changing supply and demand data, even when all data were available in a common
database. The R/3 system was originally designed as a data repository, not an analysis tool to solve
ERP Implementation at Geneva Pharmaceuticals 14
complex supply chain problems or provide simulation capabilities5. Subsequently, in 1999, when
SAP added a new Advanced Purchase Optimizer (APO) module to help with data analysis, Geneva
realized that the combination of R/3s SOP and APO modules would be the answer to their unique
SOP needs.
At the time of the case, Geneva was in the initial requirements definition stage of SOP
implementation. To aid in this effort, Oliver White had created a template that could aggregate all
relevant data required for SOP from distribution, operations, purchasing, quality control, and other
functional databases, and tie these data to their source processes. It was expected that the template
would provide a common reference point for all individuals participating in the SOP process and
synchronize their decision processes.
The primary business metric targeted for improvement in Phase III implementation is available to
promise (ATP), i.e., whether Geneva is able to fulfill a customer order by the promised time. ATP is
an integration of customer service level and business performance, the erstwhile key business metrics
in the pre-SOP era. Customers often placed orders too large to be fulfilled immediately, and ATP
was expected to provide customers with reasonably accurate dates on when they should expect which
part of their order to be filled. Generating and meeting these dates would enable Geneva improve its
customer service levels that not providing any fulfillment dates at all. With declining profit margins,
as the generics industry is forced to explore new means of cost reduction, Geneva expects that thin
inventories, just-in-time manufacturing, and top quality customer service will eventually be the
drivers of success, hence the importance of this metric. Evans explains the importance of ATP as a
business metric as:
Most of our customers understand the dynamics of our business, and how difficult it
is for us to fulfill a large order instantaneously with limited production capacity. But
most of them are willing to bear with backorders if we can promise them a
reasonable delivery date for their backorder and actually deliver on that date. That
way, we take less of a customer service level hit than defaulting on the order or being
unable to accommodate it. In commodity business such as ours, customer service is
the king. Our customers may be willing to pay a little premium over the market for
assured and reliable service, so that they can meet their obligations to their
customers. Customer service may be a strategic way to build long-term relationships
with our customers, but of course, we are far from proving or disproving that
hypothesis.
Future Plans
Despite some initial setbacks in Phase I, Geneva is now back on the road to a successful R/3
implementation. The senior management, functional units, and IS personnel are all enthusiastic about
the project and looking forward to its deployment in all operational areas of business and beyond.
R/3 implementation has opened up new possibilities to Geneva and more means of competing in the
5 Typically, manufacturing companies requiring SCM analysis used additional analysis tools from I2
Technologies or Manugistics on top of ERP databases from SAP or Oracle for SCM purposes.
ERP Implementation at Geneva Pharmaceuticals 15
intensely competitive generic drugs industry. Weldon provided an overall assessment of the benefits
achieved via R/3 implementation:
In my opinion, we are doing most of the same things, but we are doing them better,
faster, and with fewer resources. We are able to better integrate our operational
data, and are able to access that data in a timely manner for making critical business
decisions. At the same time, SAP implementation has placed us in a position to
leverage future technological improvements and process innovations, and we expect
to grow with the system over time.
Currently, the primary focus of Genevas R/3 implementation is timely completion of Phase II and III
by February 2000 and December 2000 respectively. Once completed, the implementation team can
then turn to some of R/3s additional capabilities that are not being utilized at Geneva. In particular,
the quality control and human resource modules are earmarked for implementation after Phase III.
Additionally, Geneva plans to strengthen relationships with key suppliers and customers by
seamlessly integrating the entire supply chain. The first step in this direction is vendor managed
inventory (VMI), that was initiated by Geneva in April 1998 for a grocery store chain and a major
distributor. In this arrangement, Geneva obtains real-time, updated, electronic information about
customers inventories, and replenish their inventories on a just-in-time basis without a formal
ordering process, based on their demand patterns, sales forecast, and actual sales (effectively
operating as customers purchasing unit).6 Genevas current VMI system, Score, was purchased from
Supply Chain Solutions (SCS) in 1998. Though Mecca is satisfied with this system, he believes that
Geneva can benefit more from R/3s ATP module via a combination of VMI functionality and
seamless company-wide data integration. Currently, some of Genevas customers are hesitant to
adopt VMI because sharing of critical sales data may cause them to lose bargaining power vis-à-vis
their suppliers or prevent them from speculative buying. But over the long-term, the inherent
business need for cost reduction in the generics industry is expected to drive these and other
customers toward VMI. Geneva wants to ensure that the company is ready if and when such
opportunity arises.
6 Real-time customer forecast and sales data is run through a VMI software (a mini-MRP system), which
determines optimum safety stock levels and reorder points for customers, and a corresponding, more optimum
production schedule for Geneva. Initial performance statistics at the grocery store chain indicated that customer
service levels increased from 96 percent to 99.5 percent and on-hand inventory decreased from 8 weeks to six
weeks as a result of VMI implementation. For the distributor, Geneva expects that VMI will reduce on-hand
inventory from seven months to three months.
ERP Implementation at Geneva Pharmaceuticals 16
Exhibit 1. Novartis divisions
Divisions Business Units
Healthcare Pharmaceuticals
Consumer Health
Generics
CIBA Vision
Agribusiness Crop Protection
Seeds
Animal Health
Nutrition Infant and Baby Nutrition
Medical Nutrition
Health Nutrition
Exhibit 2. Novartis five-year financial summary
1998 1997 1996 1995 1994
Annual sales 31,702 31,180 36,233 35,943 37,919
Sales from healthcare 17,535 16,987 14,048 12,906 14,408
Sales from agribusiness 8,379 8,327 7,624 7,047 7,135
Sales from consumer health 5,788 5,866 5,927 5,777 4,258
Sales from industry - - 8,634 10,213 12,118
Operating income 7,356 6,783 5,781 5,714 5,093
Net income 6,064 5,211 2,304 4,216 3,647
Cash flow from operations 5,886 4,679 4,741 5,729 5,048
R&D expenditure 3,725 3,693 3,656 3,527 3,786
Total assets 55,375 53,390 58,027 50,888 51,409
Net operating assets 20,913 19,619 21,820 22,278 22,952
Number of employees at year-end 82,449 87,239 116,178 133,959 144,284
Sales per employee (Swiss Francs) 369,337 350,905 289,705 258,357 266,740
Debt/equity ratio 0.28 0.41 0.46 0.46 0.57
Current ratio 2.0 1.7 1.9 2.2 1.6
Return on sales (%) 19.1 16.7 13.9 - -
Return on equity (%) 21.0 20.7 16.7 - -
Note: All figures in millions of Swiss Francs, except otherwise indicated.
Pre-1996 data is on pro forma basis, based on pooled data from Ciba and Sandoz.
ERP Implementation at Geneva Pharmaceuticals 17
Exhibit 3. Phases in R/3 implementation at Geneva
Phases1 Business processes R/3 modules Implementation timeline
(inception to go-live)
Phase I: Supply side
management
MRP, purchasing, inventory
management
MM2, PP,
FI/CO3
Nov 1997 Feb 1999
Phase II: Demand side
management
Order management, sales,
customer service
SD, MM4,
FI/CO5
Oct 1998 Feb 2000
Phase III: Supply/demand
integration, business
intelligence
Sales & operations planning,
supply chain management,
data warehousing
APO, MES,
BIW
Early 2000 End 2000
Note: 1Vendor selection took place in mid-1997
2MM: Raw materials inventory
4MM: Finished goods inventory
3FI/CO: Accounts payable
5FI/CO: Accounts receivable
Vendor
System
Sales orders ATP
Sales & Distribution
Customer
Inquiry Quotation
Order
Generation
Goods
Issue
Billing
Delivery Document
Update
Financials
Inventory
Management
Update
Demand
Management
Run
MPS/MRP
Production Planning Materials
Management
Finance &
Controlling
Exhibit 4. Genevas order management process
ERP Implementation at Geneva Pharmaceuticals 18
Business Planning
Sales & Operations
Planning
DRP Master
Scheduling
Detailed Materials/
Capacity Planning
Plant & Supplier
Scheduling
Execution
Demand
Management
Rough-Cut
Capacity Planning
Exhibit 5. Genevas manufacturing resource planning process
Exhibit 6. Genevas sales & operations planning process
Demand
Planning
Supply
Planning
Integration/
Reconciliation
Business Planning
(S&OP)
Key Activities:
Product planning
Forecasting
Sales planning
Performance
management
(prior period)
Master production
scheduling
Capacity planning
Materials requirements
planning
Consolidation of
demand, supply,
inventory, and
financial plans
Feedback to
demand and
supply planning
Performance review
Key assumptions review
Product family review
Key customers review
Financial review
Approval/action items
Current Planning Cycle (Monthly):
Financial
close
(prior month)
0 5 10 15 17 20 (Business
days)
Demand
planning
Supply
planning
Integration
Business
planning
Goal:
To reduce the planning cycle time from one month to 10 business days.
ERP Implementation at Geneva Pharmaceuticals 19
Appendix
SAP (Systems, Applications, and Products in Data Processing) is the worlds fourth largest software
company, and the largest enterprise resource planning (ERP) vendor. As of February 1999, the
company employed 19,300 employees and had annual revenues of $5 billion, annual growth of 44
percent, over 10,000 customers in 107 countries, and 36 percent of the ERP market. SAP AG was
founded in 1972 by Dr. H.C. Hasso Plattner and Dr. Henning Kagermann in Walldorf, Germany with
the goal of producing an integrated application software, that would run all mission-critical operations
in corporations, from purchasing to manufacturing to order fulfillment and accounting. This
integration would help companies optimize their supply chains, manage customer relationships, and
make better management decisions. SAP brings in 26 years of leadership in process innovations and
ERP, and invests 20 percent of its revenues back into research and development.
SAPs first breakthrough product was the R/2 system, which ran on mainframe computers. R/2 and
its competitors were called ERP systems, to reflect the fact that they extended the functions of earlier
materials requirements planning (MRP) systems in manufacturing firms to include other functions
and business processes such as sales and accounting. In 1992, SAP released its R/3 system, the
client/server variant of the earlier R/2 system, which was installed in 20,000 locations worldwide, and
R/2 is installed in over 1,300 locations by mid-1999. Initially targeted at the worlds largest
corporations such as AT&T, BBC, Deutsche Bank, IBM, KPMG, Merck, Microsoft, Nestle, Nike,
and Siemens, R/3 has since been deployed by companies of all sizes, geographical locations, and
industries. SAP solutions are available for 18 comprehensive industry solutions (verticals) for
specific industry sectors such as banking, oil & gas, electronics, health care, and public sector. -
Hi Friends,
I was face some Interview.
Please send answers to the questions?
How many data Fields and key fields we can create in DSO?
You can overwrite key fields or Data Fields?
Which up date we use in Delta queue extraction( v1 or v2 or v3)
Which message we get when transported request is failed?
what is the Structural difference between Infoucbe and DSO
Data Loading is taking huge time when we extract data from source system to BI system/ how to solve?(Before it took 3-4 Hours now data loading takes 4 days)What is the difference between Display Attribute and
Navigational Attribute? How to make display attribute and navigational
attribute?
How to load flat file data?
How to load Hierarchy file data?
What is HACR?
How to maintain HACR?
If any issue in HACR then how to resolve the issue?
What is Baby Cube?
Why we are creating Aggregates?
What is the use of Aggregates?
Is there
any particular field on that we can create Aggregates or we can maintain
Aggregate on any field?
What is
the different DSO available? And what is the difference between those DSO?
What is
replacement path?
What are
the extractor types?
• Application Specific
o BW Content FI, HR, CO, SAP CRM, LO Cockpit
o Customer-Generated Extractors
LIS, FI-SL, CO-PA
• Cross Application (Generic Extractors)
o DB View, InfoSet, Function Module
2. What are the steps involved in LO Extraction?
• The steps are:
o RSA5 Select the DataSources
o LBWE Maintain DataSources and Activate Extract Structures
o LBWG Delete Setup Tables
o 0LI*BW Setup tables
o RSA3 Check extraction and the data in Setup tables
o LBWQ Check the extraction queue
o LBWF Log for LO Extract Structures
o RSA7 BW Delta
Queue Monitor
3. How to create a connection with LIS InfoStructures?
• LBW0 Connecting LIS InfoStructures to BW
4. What is the difference between ODS and InfoCube and MultiProvider?
• ODS: Provides granular data, allows overwrite and data is in transparent
tables, ideal for drilldown and RRI.
• CUBE: Follows the star schema, we can only append data, ideal for primary
reporting.
• MultiProvider: Does not have physical data. It allows to access data from
different InfoProviders (Cube, ODS, InfoObject). It is also preferred for
reporting.
5. What are Start routines, Transfer routines and Update routines?
• Start Routines: The start routine is run for each DataPackage after the data
has been written to the PSA and before the transfer rules have been executed.
It allows complex computations for a key figure or a characteristic. It has no
return value. Its purpose is to execute preliminary calculations and to store
them in global DataStructures. This structure or table can be accessed in the
other routines. The entire DataPackage in the transfer structure format is used
as a parameter for the routine.
• Transfer / Update Routines: They are defined at the InfoObject level. It is
like the Start Routine. It is independent of the DataSource. We can use this to
define Global Data and Global Checks.
6. What is the difference between start routine and update routine, when, how
and why are they called?
• Start routine can be used to access InfoPackage while update routines are
used while updating the Data Targets.
7. What is the table that is used in start routines?
• Always the table structure will be the structure of an ODS or InfoCube. For
example if it is an ODS then active table structure will be the table.
8. Explain how you used Start routines in your project?
• Start routines are used for mass processing of records. In start routine all
the records of DataPackage is available for processing. So we can process all
these records together in start routine. In one of scenario, we wanted to apply
size % to the forecast data. For example if material M1 is forecasted to say
100 in May. Then after applying size %(Small 20%, Medium 40%, Large 20%, Extra
Large 20%), we wanted to have 4 records against one single record that is
coming in the info package. This is achieved in start routine.
9. What are Return Tables?
• When we want to return multiple records, instead of single value, we use the
return table in the Update Routine. Example: If we have total telephone expense
for a Cost Center, using a return table we can get
expense per employee.
10. How do start routine and return table synchronize with each other?
• Return table is used to return the Value following the execution of start
routine
11. What is the difference
between V1, V2 and V3 updates?
• V1 Update: It is a Synchronous update. Here the Statistics update is carried
out at the same time as the document update (in the application
tables).
• V2 Update: It is an Asynchronous update. Statistics update and the Document
update take place as different tasks.
o V1 & V2 don't need scheduling.
• Serialized V3 Update: The V3 collective update must be scheduled as a job
(via LBWE). Here, document data is collected in the order it was created and
transferred into the BW as a batch job. The transfer sequence may not be the
same as the order in which the data was created in all scenarios. V3 update
only processes the update data that is successfully processed with the V2
update.
12. What is compression?
• It is a process used to delete the Request IDs and this saves space.
13. What is Rollup?
• This is used to load new DataPackages (requests) into the InfoCube
aggregates. If we have not performed a rollup then the new InfoCube data will
not be available while reporting on the aggregate.
14. What is table partitioning and what are the benefits of partitioning in an
InfoCube?
• It is the method of dividing a table which would enable a quick reference.
SAP uses fact file partitioning to improve performance. We can partition only
at 0CALMONTH or 0FISCPER. Table partitioning helps to run the report faster as
data is stored in the relevant partitions. Also table maintenance becomes
easier. Oracle,
Informix, IBM DB2/390 supports table partitioning while SAP DB, Microsoft SQL
Server, IBM DB2/400 do not support table portioning.
15. How many extra partitions are created and why?
• Two partitions are created for date before the begin date and after the end
date.
16. What are the options available in transfer rule?
• InfoObject
• Constant
• Routine
• Formula
17. How would you optimize the dimensions?
• We should define as many dimensions as possible and we have to take care that
no single dimension crosses more than 20% of the fact table size.
18. What are Conversion Routines for units and currencies in the update rule?
• Using this option we can write ABAP
code for Units / Currencies conversion. If we enable this flag then unit of Key
Figure appears in the ABAP code as an additional parameter. For example, we can
convert units in Pounds to Kilos.
19. Can an InfoObject be an InfoProvider, how and why?
• Yes, when we want to report on Characteristics or Master Data. We have to
right click on the InfoArea and select "Insert characteristic as data
target". For example, we can make 0CUSTOMER as an InfoProvider and report
on it.
20. What is Open Hub Service?
• The Open Hub Service enables us to distribute data from an SAP BW system into
external Data Marts, analytical applications, and other applications. We can
ensure controlled distribution using several systems. The central object for
exporting data is the InfoSpoke. We can define the source and the target object
for the data. BW becomes a hub of an enterprise data warehouse.
The distribution of data becomes clear through central monitoring from the
distribution status in the BW system.
21. How do you transform Open
Hub Data?
• Using BADI we can transform Open Hub Data according to the destination
requirement.
22. What is ODS?
• Operational DataSource is used for detailed storage of data. We can overwrite
data in the ODS. The data is stored in transparent tables.
23. What are BW Statistics and what is its use?
• They are group of Business Content InfoCubes which are used to measure
performance for Query and Load Monitoring. It also shows the usage of
aggregates, OLAP and Warehouse management
http://www.ittestpapers.com/articles/713/3/SAP-BW-Interview-Questions---Part-A/Page3.html
Communication Structure and Transfer
rules
• Create and InfoPackage
• Load Data
25. What are the delta options available when you load from flat file?
• The 3 options for Delta Management with Flat Files:
o Full Upload
o New Status for Changed records (ODS Object only)
o Additive Delta (ODS Object & InfoCube)
Q) Under which menu path is the Test Workbench to be found, including in
earlier Releases?
The menu path is: Tools - ABAP Workbench - Test - Test Workbench.
Q) I want to delete a BEx query that is in Production system through request. Is
anyone aware about it?
A) Have you tried the RSZDELETE transaction?
Q) Errors while monitoring process chains.
A) During data loading. Apart from them, in process chains you add so many
process types, for example after loading data into Info Cube, you rollup data
into aggregates, now this rolling up of data into aggregates is a process type
which you keep after the process type for loading data into Cube. This rolling
up into aggregates might fail.
Another one is after you load data into ODS, you activate ODS data (another
process type) this might also fail.
Q) In Monitor----- Details (Header/Status/Details) à Under Processing (data
packet): Everything OK à Context menu of Data Package 1 (1 Records): Everything
OK ---- Simulate update. (Here we can debug update rules or transfer rules.)
SM50 à Program/Mode à Program à Debugging & debug this work process.
Q) PSA Cleansing.
A) You know how to edit PSA. I don't think you can delete single records. You
have to delete entire PSA data for a request.
Q) Can we make a datasource to support delta.
A) If this is a custom (user-defined) datasource you can make the datasource
delta enabled. While creating datasource from RSO2, after entering datasource
name and pressing create, in the next screen there is one button at the top,
which says generic delta. If you want more details about this there is a
chapter in Extraction book, it's in last pages u find out.
Generic delta services: -
Supports delta extraction for generic extractors according to:
Time stamp
Calendar day
Numeric pointer, such as document number & counter
Only one of these attributes can be set as a delta attribute.
Delta extraction is supported for all generic extractors, such as tables/views,
SAP Query and function modules
The delta queue (RSA7) allows you to monitor the current status of the delta
attribute
Q) Workbooks, as a general rule, should be transported with the
role.
Here are a couple of scenarios:
1. If both the workbook and its role have been previously transported, then the
role does not need to be part of the transport.
2. If the role exists in both dev and the target system but the workbook has
never been transported, and then you have a choice of transporting the role
(recommended) or just the workbook. If only the workbook is transported, then
an additional step will have to be taken after import: Locate the WorkbookID
via Table RSRWBINDEXT (in Dev and verify the same exists in the target system)
and proceed to manually add it to the role in the target system via Transaction
Code PFCG -- ALWAYS use control c/control v copy/paste for manually adding!
3. If the role does not exist in the target system you should transport both
the role and workbook. Keep in mind that a workbook is an object unto itself
and has no dependencies on other objects. Thus, you do not receive an error
message from the transport of 'just a workbook' -- even though it may not be
visible, it will exist (verified via Table RSRWBINDEXT).
Overall, as a general rule, you should transport roles with workbooks.
Q) How much time does it take to extract 1 million (10 lackhs) of records into
an infocube?
A. This depends, if you have complex coding in update rules it will take longer
time, or else it will take less than 30 minutes.
Q) What are the five ASAP Methodologies?
A: Project plan, Business Blue print, Realization, Final preparation & Go-Live - support.
1. Project Preparation: In this phase, decision makers define clear project
objectives and an efficient decision making process ( i.e. Discussions with the
client, like what are his needs and requirements etc.). Project managers
will be involved in this phase (I guess).
A Project Charter is issued and an implementation strategy is outlined in this
phase.
2. Business Blueprint: It is a detailed documentation of your company's
requirements. (i.e. what are the objects we need to develop are modified
depending on the client's requirements).
3. Realization: In this only, the implementation of the project takes place (development
of objects etc) and we are involved in the project from here only.
4. Final Preparation: Final preparation before going live i.e. testing,
conducting pre-go-live, end user training etc.
End user training is given that is in the client site you train them how to
work with the new environment, as they are new to the technology.
5. Go-Live & support: The project has gone live and it is into production.
The Project team will be supporting the end users.
Q) What is landscape of R/3 & what is landscape of BW. Landscape of R/3 not
sure.
Then Landscape of b/w: u have the development system, testing system, production system
Development system: All the implementation part is done in this sys. (I.e.,
Analysis of objects developing, modification etc) and from here the objects are
transported to the testing system, but before transporting an initial test
known as Unit testing
(testing of objects) is done in the development sys.
Testing/Quality system: quality check is done in this system and integration
testing is done.
Production system: All the extraction part takes place in this sys.
Q) How do you measure the size of infocube?
A: In no of records.
Q). Difference between infocube and ODS?
A: Infocube is structured as star schema (extended) where a fact table is
surrounded by different dim table that are linked with DIM'ids. And the data
wise, you will have aggregated data in the cubes. No overwrite functionality
ODS is a flat structure (flat table) with no star schema concept and which will
have granular data (detailed level). Overwrite functionality.
Flat file
datasources does not support 0recordmode in extraction.
x before, -after, n new, a add, d delete, r reverse
Q) Difference between display attributes and navigational attributes?
A: Display attribute is one, which is used only for display purpose in the
report. Where as navigational attribute is used for drilling down in the
report. We don't need to maintain Navigational attribute in the cube as a
characteristic (that is the advantage) to drill down.
Q. SOME DATA IS UPLOADED TWICE INTO INFOCUBE. HOW TO CORRECT IT?
A: But how is it possible? If you load it manually twice, then you can delete
it by requestID.
Q. CAN U ADD A NEW FIELD AT THE ODS LEVEL?
Sure you can. ODS is nothing but a table.
Q. CAN NUMBER OF DATASOURCES HAVE ONE INFOSOURCE?
A) Yes of course. For example, for loading text and hierarchies we use
different data sources but the same InfoSource.
Q. BRIEF THE DATAFLOW IN BW.
A) Data flows from transactional system to analytical system (BW). DataSources
on the transactional system needs to be replicated on BW side and attached to
infosource and update rules respectively.
Q. CURRENCY CONVERSIONS CAN BE WRITTEN IN UPDATE RULES. WHY NOT IN TRANSFER
RULES?
Q) WHAT IS PROCEDURE TO UPDATE DATA INTO DATA TARGETS?
FULL and DELTA.
Q) AS WE USE Sbwnn, sbiw1, sbiw2 for delta update in LIS THEN
WHAT IS THE PROCEDURE IN LO-COCKPIT?
No LIS in LO cockpit. We will have datasources and can be maintained (append
fields). Refer white paper
on LO-Cockpit extractions.
Q) Why we delete the setup tables (LBWG) & fill them (OLI*BW)?
A) Initially we don't delete the setup tables but when we do change in extract
structure we go for it. We r changing the extract structure right, that means
there are some newly added fields in that which r not before. So to get the
required data ( i.e.; the data which is required is taken and to avoid
redundancy) we delete n then fill the setup tables.
To refresh the statistical data.
The extraction set up reads the dataset that you want to process such as,
customers orders with the tables like VBAK, VBAP) & fills the relevant communication
structure with the data. The data is stored in cluster
tables from where it is read when the initialization is run. It is important
that during initialization phase, no one generates or modifies application
data, at least until the tables can be set up.
Q) SIGNIFICANCE of ODS?
It holds granular data (detailed level).
Q) WHERE THE PSA DATA IS STORED?
In PSA table.
Q) WHAT IS DATA SIZE?
The volume of data one data target holds (in no. of records)
Q) Different types of INFOCUBES.
Basic, Virtual (remote, sap remote and multi)
Virtual Cube is used for example, if you consider railways reservation all the
information has to be updated online. For designing the Virtual cube you have
to write the function module that is linking to table, Virtual cube it is like
a the structure, when ever the table is updated the virtual cube will fetch the
data from table and display report Online... FYI.. you will get the information
: https://www.sdn.sap.com/sdn
/index.sdn and search for Designing Virtual Cube and you will get
a good material designing the Function Module
Q) INFOSET QUERY.
Can be made of ODS's and Characteristic InfoObjects with masterdata.
Q) IF THERE ARE 2 DATASOURCES HOW MANY TRANSFER STRUCTURES ARE THERE.
In R/3 or in BW? 2 in R/3 and 2 in BW
Q) ROUTINES?
Exist in the InfoObject, transfer routines, update routines and start routine
Q) BRIEF SOME STRUCTURES USED IN BEX.
Rows and Columns, you can create structures.
Q) WHAT ARE THE DIFFERENT VARIABLES USED IN BEX?
Different Variable's are Texts, Formulas, Hierarchies, Hierarchy nodes &
Characteristic values.
Variable Types are
Manual entry /default value
Replacement path
SAP exit
Customer exit
Authorization
Q) HOW MANY LEVELS YOU CAN GO IN REPORTING?
You can drill down to any level by using Navigational attributes and jump
targets.
Q) WHAT ARE INDEXES?
Indexes are data base indexes, which help in retrieving data fastly.
Q) DIFFERENCE BETWEEN 2.1 AND 3.X VERSIONS.
Help! Refer documentation
Q) IS IT NESSESARY TO INITIALIZE EACH TIME THE DELTA UPDATE IS USED?
No.
Q) WHAT IS THE SIGNIFICANCE OF KPI'S?
KPI's indicate the performance of a company. These are key figures
Q) AFTER THE DATA EXTRACTION
WHAT IS THE IMAGE POSITION.
After image (correct me if I am wrong)
Q) REPORTING AND RESTRICTIONS.
Help! Refer documentation.
Q) TOOLS USED FOR PERFORMANCE TUNING.
ST22, Number ranges, delete indexes before load. Etc
Q) PROCESS CHAINS: IF U has USED IT THEN HOW WILL U SCHEDULING DATA DAILY.
There should be some tool to run the job daily (SM37 jobs)
Q) AUTHORIZATIONS.
Profile generator
Q) WEB REPORTING.
What are you expecting??
Q) CAN CHARECTERSTIC INFOOBJECT CAN BE INFOPROVIDER.
Of course
Q) PROCEDURES OF REPORTING ON MULTICUBES
Refer help. What are you expecting? MultiCube works on Union condition
Q) EXPLAIN TRANPSORTATION OF OBJECTS?
Dev---àQ and Dev-------àP
Q) What types of partitioning are there for BW?
There are two Partitioning Performance aspects for BW (Cube & PSA)
Query Data Retrieval
Performance Improvement:
Partitioning by (say) Date Range improves data retrieval by making best use of
database [data range] execution plans and indexes (of say Oracle database engine).
B) Transactional Load Partitioning Improvement:
Partitioning based on expected load volumes and data element sizes. Improves
data loading into PSA and Cubes by infopackages (Eg. without timeouts).
Q) How can I compare data in R/3 with data in a BW Cube after the daily delta
loads? Are there any standard procedures for checking them or matching the
number of records?
A) You can go to R/3 TCode RSA3 and run the extractor. It will give you the
number of records extracted. Then go to BW Monitor to check the number of
records in the PSA and check to see if it is the same & also in the monitor
header tab.
A) RSA3 is a simple extractor checker program that allows you to rule out
extracts problems in R/3. It is simple to use, but only really tells you if the
extractor works. Since records that get updated into Cubes/ODS structures are
controlled by Update Rules, you will not be able to determine what is in the
Cube compared to what is in the R/3 environment. You will need to compare
records on a 1:1 basis against records in R/3 transactions for the functional
area in question. I would recommend enlisting the help of the end user community
to assist since they presumably know the data.
To use RSA3, go to it and enter the extractor ex: 2LIS_02_HDR. Click execute
and you will see the record count, you can also go to display that data. You
are not modifying anything so what you do in RSA3 has no effect on data quality
afterwards. However, it will not tell you how many records should be expected
in BW for a given load. You have that information in the monitor RSMO during
and after data loads. From RSMO for a given load you can determine how many
records were passed through the transfer rules from R/3, how many targets were
updated, and how many records passed through the Update Rules. It also gives
you error messages from the PSA.
Q) Types of Transfer Rules?
A) Field to Field mapping, Constant, Variable & routine.
Q) Types of Update Rules?
A) (Check box), Return table
Q) Transfer Routine?
A) Routines, which we write in, transfer rules.
Q) Update Routine?
A) Routines, which we write in Update rules
Q) What is the difference between writing a routine in transfer rules and
writing a routine in update rules?
A) If you are using the same InfoSource to update data in more than one data
target its better u write in transfer rules because u can assign one InfoSource
to more than one data target & and what ever logic u write in update rules
it is specific to particular one data target.
Q) Routine with Return Table.
A) Update rules generally only have one return value. However, you can create a
routine in the tab strip key figure calculation, by choosing checkbox Return
table. The corresponding key figure routine then no longer has a return value,
but a return table. You can then generate as many key figure values, as you
like from one data record.
Q) Start routines?
A) Start routines u can write in both updates rules and transfer rules, suppose
you want to restrict (delete) some records based on conditions before getting
loaded into data targets, then you can specify this in update rules-start
routine.
Ex: - Delete Data_Package ani ante it will delete a record based on the
condition
Q) X & Y Tables?
X-table = A table to link material SIDs with SIDs for time-independent
navigation attributes.
Y-table = A table to link material SIDs with SIDS for time-dependent navigation
attributes.
There are four types of sid tables
X time independent navigational attributes sid tables
Y time dependent navigational attributes sid tables
H hierarchy sid tables
I hierarchy structure sid tables
Q) Filters & Restricted Key figures (real time example)
Restricted KF's u can have for an SD cube: billed quantity, billing value, no:
of billing documents as RKF's.
Q) Line-Item Dimension (give me an real time example)
Line-Item Dimension: Invoice no: or Doc no: is a real time example
Q) What does the number in the 'Total' column in Transaction RSA7 mean?
A) The 'Total' column displays the number of LUWs that were written in the
delta queue and that have not yet been confirmed. The number includes the LUWs
of the last delta request (for repetition of a delta request) and the LUWs for
the next delta request. A LUW only disappears from the RSA7 display when it has
been transferred to the BW System and a new delta request has been received
from the BW System.
Q) How to know in which table (SAP BW) contains Technical Name / Description
and creation data of a particular Reports. Reports that are created using BEx
Analyzer.
A) There is no such table in BW if you want to know such details while you are
opening a particular query press properties button you will come to know all
the details that you wanted.
You will find your information about technical names and description about
queries in the following tables. Directory of all reports (Table RSRREPDIR) and
Directory of the reporting component elements (Table RSZELTDIR) for workbooks
and the connections to queries check Where- used list for reports in workbooks
(Table RSRWORKBOOK) Titles of Excel Workbooks in InfoCatalog (Table
RSRWBINDEXT)
Q) What is a LUW in the delta queue?
A) A LUW from the point of view of the delta queue can be an individual
document, a group of documents from a collective run or a whole data packet of
an application
extractor.
Q) Why does the number in the 'Total' column in the overview screen of
Transaction RSA7 differ from the number of data records that is displayed when
you call the detail view?
A) The number on the overview screen corresponds to the total of LUWs (see also
first question) that were written to the qRFC queue and that have not yet been
confirmed. The detail screen displays the records contained in the LUWs. Both,
the records belonging to the previous delta request and the records that do not
meet the selection conditions of the preceding delta init requests are filtered
out. Thus, only the records that are ready for the next delta request are
displayed on the detail screen. In the detail screen of Transaction RSA7, a
possibly existing customer exit is not taken into account.
Q) Why does Transaction RSA7 still display LUWs on the overview screen after
successful delta loading?
A) Only when a new delta has been requested does the source system learn that
the previous delta was successfully loaded to the BW System. Then, the LUWs of
the previous delta may be confirmed (and also deleted). In the meantime, the
LUWs must be kept for a possible delta request repetition. In particular, the
number on the overview screen does not change when the first delta was loaded
to the BW System.
Q) Why are selections not taken into account when the delta queue is filled?
A) Filtering according to selections takes place when the system reads from the
delta queue. This is necessary for reasons of performance.
Q) Why is there a DataSource with '0' records in RSA7 if delta exists and has
also been loaded successfully?
It is most likely that this is a DataSource that does not send delta data to
the BW System via the delta queue but directly via the extractor (delta for
master data using ALE change pointers). Such a DataSource should not be
displayed in RSA7. This error is corrected with BW 2.0B Support Package 11.
Q) Do the entries in table ROIDOCPRMS have an impact on the performance of the
loading procedure from the delta queue?
A) The impact is limited. If performance problems are related to the loading
process from the delta queue, then refer to the application-specific notes (for
example in the CO-PA area, in the logistics cockpit area and so on).
Caution: As of Plug In 2000.2 patch 3 the entries in table ROIDOCPRMS are as
effective for the delta queue as for a full update. Please note, however, that
LUWs are not split during data loading for consistency reasons. This means that
when very large LUWs are written to the DeltaQueue, the actual package size may
differ considerably from the MAXSIZE and MAXLINES parameters.
Q) Why does it take so long to display the data in the delta queue (for example
approximately 2 hours)?
A) With Plug In 2001.1 the display was changed: the user has the option of
defining the amount of data to be displayed, to restrict it, to selectively
choose the number of a data record, to make a distinction between the 'actual'
delta data and the data intended for repetition and so on.
Q) What is the purpose of function 'Delete data and meta data in a queue' in
RSA7? What exactly is deleted?
A) You should act with extreme caution when you use the deletion function in
the delta queue. It is comparable to deleting an InitDelta in the BW System and
should preferably be executed there. You do not only delete all data of this
DataSource for the affected BW System, but also lose the entire information
concerning the delta initialization. Then you can only request new deltas after
another delta initialization.
When you delete the data, the LUWs kept in the qRFC queue for the corresponding
target system are confirmed. Physical deletion only takes place in the qRFC
outbound queue if there are no more references to the LUWs.
The deletion function is for example intended for a case where the BW System,
from which the delta initialization was originally executed, no longer exists
or can no longer be accessed.
Q) Why does it take so long to delete from the delta queue (for example half a
day)?
A) Import PlugIn 2000.2 patch 3. With this patch the performance during
deletion is considerably improved.
Q) Why is the delta queue not updated when you start the V3 update in the
logistics cockpit area?
A) It is most likely that a delta initialization had not yet run or that the
delta initialization was not successful. A successful delta initialization (the
corresponding request must have QM status 'green' in the BW System) is a
prerequisite for the application data being written in the delta queue.
Q) What is the relationship between RSA7 and the qRFC monitor (Transaction
SMQ1)?
A) The qRFC monitor basically displays the same data as RSA7. The internal
queue name must be used for selection on the initial screen of the qRFC
monitor. This is made up of the prefix 'BW, the client and the short name of
the DataSource. For DataSources whose name are 19 characters long or shorter,
the short name corresponds to the name of the DataSource. For DataSources whose
name is longer than 19 characters (for delta-capable DataSources only possible
as of PlugIn 2001.1) the short name is assigned in table ROOSSHORTN.
In the qRFC monitor you cannot distinguish between repeatable and new LUWs.
Moreover, the data of a LUW is displayed in an unstructured manner there.
Q) Why are the data in the delta queue although the V3 update was not started?
A) Data was posted in background. Then, the records are updated directly in the
delta queue (RSA7). This happens in particular during automatic goods receipt
posting (MRRS). There is no duplicate transfer of records to the BW system. See
Note 417189.
Q) Why does button 'Repeatable' on the RSA7 data details screen not only show
data loaded into BW during the last delta but also data that were newly added,
i.e. 'pure' delta records?
A) Was programmed in a way that the request in repeat mode fetches both
actually repeatable (old) data and new data from the source system.
Q) I loaded several delta inits with various selections. For which one is the
delta loaded?
A) For delta, all selections made via delta inits are summed up. This means, a
delta for the 'total' of all delta initializations is loaded.
Q) How many selections for delta inits are possible in the system?
A) With simple selections (intervals without complicated join conditions or
single values), you can make up to about 100 delta inits. It should not be
more.
With complicated selection conditions, it should be only up to 10-20 delta
inits.
Reason: With many selection conditions that are joined in a complicated way,
too many 'where' lines are generated in the generated ABAP
source code that may exceed the memory limit.
Q) I intend to copy the source system, i.e. make a client copy. What will
happen with may delta? Should I initialize again after that?
A) Before you copy a source client or source system, make sure that your deltas
have been fetched from the DeltaQueue into BW and that no delta is pending.
After the client copy, an inconsistency might occur between BW delta tables and
the OLTP delta tables as described in Note 405943. After the client copy, Table
ROOSPRMSC will probably be empty in the OLTP since this table is
client-independent. After the system copy, the table will contain the entries
with the old logical system name that are no longer useful for further delta
loading from the new logical system. The delta must be initialized in any case
since delta depends on both the BW system and the source system. Even if no
dump 'MESSAGE_TYPE_X' occurs in BW when editing or creating an InfoPackage, you
should expect that the delta have to be initialized after the copy.
Q) Is it allowed in Transaction SMQ1 to use the functions for manual control of
processes?
A) Use SMQ1 as an instrument for diagnosis and control only. Make changes to BW
queues only after informing the BW Support or only if this is explicitly
requested in a note for component 'BC-BW' or 'BW-WHM-SAPI'.
Q) Despite of the delta request being started after completion of the
collective run (V3 update), it does not contain all documents. Only another
delta request loads the missing documents into BW. What is the cause for this
"splitting"?
A) The collective run submits the open V2 documents for processing to the task
handler, which processes them in one or several parallel update processes in an
asynchronous way. For this reason, plan a sufficiently large "safety time
window" between the end of the collective run in the source system and the
start of the delta request in BW. An alternative solution where this problem
does not occur is described in Note 505700.
Q) Despite my deleting the delta init, LUWs are still written into the
DeltaQueue?
A) In general, delta initializations and deletions of delta inits should always
be carried out at a time when no posting takes place. Otherwise, buffer
problems may occur: If a user started the internal mode at a time when the
delta initialization was still active, he/she posts data into the queue even
though the initialization had been deleted in the meantime. This is the case in
your system.
Q) In SMQ1 (qRFC Monitor) I have status 'NOSEND'. In the table TRFCQOUT, some
entries have the status 'READY', others 'RECORDED'. ARFCSSTATE is 'READ'. What
do these statuses mean? Which values in the field 'Status' mean what and which
values are correct and which are alarming? Are the statuses BW-specific or
generally valid in qRFC?
A) Table TRFCQOUT and ARFCSSTATE: Status READ means that the record was read
once either in a delta request or in a repetition of the delta request.
However, this does not mean that the record has successfully reached the BW
yet. The status READY in the TRFCQOUT and RECORDED in the ARFCSSTATE means that
the record has been written into the DeltaQueue and will be loaded into the BW
with the next delta request or a repetition of a delta. In any case only the
statuses READ, READY and RECORDED in both tables are considered to be valid.
The status EXECUTED in TRFCQOUT can occur temporarily. It is set before
starting a DeltaExtraction for all records with status READ present at that
time. The records with status EXECUTED are usually deleted from the queue in
packages within a delta request directly after setting the status before
extracting a new delta. If you see such records, it means that either a process
which is confirming and deleting records which have been loaded into the BW is
successfully running at the moment, or, if the records remain in the table for
a longer period of time with status EXECUTED, it is likely that there are
problems with deleting the records which have already been successfully been
loaded into the BW. In this state, no more deltas are loaded into the BW. Every
other status is an indicator for an error or an inconsistency. NOSEND in SMQ1
means nothing (see note 378903).
The value 'U' in field 'NOSEND' of table TRFCQOUT is discomforting.
Q) The extract structure was changed when the DeltaQueue was empty. Afterwards
new delta records were written to the DeltaQueue. When loading the delta into
the PSA, it shows that some fields were moved. The same result occurs when the
contents of the DeltaQueue are listed via the detail display. Why are the data
displayed differently? What can be done?
Make sure that the change of the extract structure is also reflected in the
database and that all servers are synchronized. We recommend to reset the
buffers using Transaction $SYNC. If the extract structure change is not
communicated synchronously to the server where delta records are being created,
the records are written with the old structure until the new structure has been
generated. This may have disastrous consequences for the delta.
When the problem occurs, the delta needs to be re-initialized.
Q) How and where can I control whether a repeat delta is requested?
A) Via the status of the last delta in the BW Request Monitor. If the request
is RED, the next load will be of type 'Repeat'. If you need to repeat the last
load for certain reasons, set the request in the monitor to red manually. For
the contents of the repeat see Question 14. Delta requests set to red despite
of data being already updated lead to duplicate records in a subsequent repeat,
if they have not been deleted from the data targets concerned before.
Q) As of PI 2003.1, the Logistic Cockpit offers various types of update
methods. Which update method is recommended in logistics? According to which
criteria should the decision be made? How can I choose an update method in
logistics?
See the recommendation in Note 505700.
Q) Are there particular recommendations regarding the data volume the
DeltaQueue may grow to without facing the danger of a read failure due to
memory problems?
A) There is no strict limit (except for the restricted number range of the
24-digit QCOUNT counter in the LUW management table - which is of no practical
importance, however - or the restrictions regarding the volume and number of
records in a database table).
When estimating "smooth" limits, both the number of LUWs is important
and the average data volume per LUW. As a rule, we recommend to bundle data
(usually documents) already when writing to the DeltaQueue to keep number of
LUWs small (partly this can be set in the applications, e.g. in the Logistics
Cockpit). The data volume of a single LUW should not be considerably larger
than 10% of the memory available to the work process for data extraction
(in a 32-bit architecture with a memory volume of about 1GByte per work
process, 100 Mbytes per LUW should not be exceeded). That limit is of rather
small practical importance as well since a comparable limit already applies
when writing to the DeltaQueue. If the limit is observed, correct reading is
guaranteed in most cases.
If the number of LUWs cannot be reduced by bundling application transactions,
you should at least make sure that the data are fetched from all connected BWs
as quickly as possible. But for other, BW-specific, reasons, the frequency
should not be higher than one DeltaRequest per hour.
To avoid memory problems, a program-internal limit ensures that never more than
1 million LUWs are read and fetched from the database per DeltaRequest. If this
limit is reached within a request, the DeltaQueue must be emptied by several
successive DeltaRequests. We recommend, however, to try not to reach that limit
but trigger the fetching of data from the connected BWs already when the number
of LUWs reaches a 5-digit value.
Q) I would like to display the date the data was uploaded on the
report. Usually, we load the transactional data nightly. Is there any easy way
to include this information on the report for users? So that they know the
validity of the report.
A) If I understand your requirement correctly, you want to display the date on
which data was loaded into the data target from which the report is being
executed. If it is so, configure your workbook to display the text elements in
the report. This displays the relevance of data field, which is the date on which
the data load has taken place.
Q) Can we filter the fields at Transfer Structure?
Q) Can we load data directly into infoobject with out extraction is it
possible.
Yes. We can copy from other infoobject if it is same. We load data from PSA if
it is already in PSA.
Q) HOW MANY DAYS CAN WE KEEP THE DATA IN PSA, IF WE R SHEDULED DAILY, WEEKLY
AND MONTHLY.
a) We can set the time.
Q) HOW CAN U GET THE DATA FROM CLIENT IF U R WORKING ON OFFSHORE PROJECTS.
THROUGH WHICH NETWORK.
a) VPN…………….Virtual
Private Network, VPN is nothing but one sort of network
where we can connect to the client systems sitting in offshore through RAS
(Remote access server).
Q) HOW CAN U ANALIZE THE PROJECT AT FIRST?
Prepare Project Plan and Environment
Define Project Management
Standards and
Procedures
Define Implementation Standards and Procedures
Testing & Go-live + supporting.
Q) THERE is one ODS AND 4 INFOCUBES. WE SEND DATA AT TIME TO ALL CUBES IF ONE
CUBE GOT LOCK ERROR. HOW CAN U RECTIFY THE ERROR?
Go to TCode sm66 then see which one is locked select that pid from there and
goto sm12
TCode then unlock it this is happened when lock errors are occurred when u
scheduled.
Q) Can anybody tell me how to add a navigational attribute in the BEx report in
the rows?
A) Expand dimension under left side panel (that is infocube panel) select than
navigational attributes drag and drop under rows panel.
Q) IF ANY TRASACTION CODE LIKE SMPT OR STMT.
In current systems (BW 3.0B and R/3 4.6B) these Tcodes don't exist!
Q) WHAT IS TRANSACTIONAL CUBE?
A) Transactional InfoCubes differ from standard InfoCubes in that the former
have an improved write access performance level. Standard InfoCubes are
technically optimized for read-only access and for a comparatively small number
of simultaneous accesses. Instead, the transactional InfoCube was developed to
meet the demands of SAP Strategic Enterprise Management (SEM), meaning that,
data is written to the InfoCube (possibly by several users at the same time)
and re-read as soon as possible. Standard Basic cubes are not suitable for
this.
Q) Is there any way to delete cube contents within update rules from an ODS
data source? The reason for this would be to delete (or zero out) a cube record
in an "Open Order" cube if the open order quantity was 0.
I've tried using the 0recordmode but that doesn't work. Also, would it
be easier to write a program that would be run after the load and delete
the records with a zero open qty?
A) START routine for update rules u can write ABAP code.
A) Yap, you can do it. Create a start routine in Update rule.
It is not "Deleting cube contents with update rules" It is only
possible to avoid that some content is updated into the InfoCube using the
start routine. Loop at all the records and delete the record that has the
condition. "If the open order quantity was 0" You have to think also
in before and after images in case of a delta upload. In that case you may
delete the change record and keep the old and after the change the wrong
information.
Q) I am not able to access a node in hierarchy directly using variables for
reports. When I am using Tcode RSZV it is giving a message that it doesn't
exist in BW 3.0 and it is embedded in BEx. Can any one tell me the other
options to get the same functionality in BEx?
A) Tcode RSZV is used in the earlier version of 3.0B only. From 3.0B onwards,
it's possible in the Query Designer (BEx) itself. Just right click on the
InfoObject for which you want to use as variables and precede further selecting
variable type and proce -
Organization Management Interview Questions and Answers Extremely Urgent
Hi,
Please let me know Organization Management Interview Questions and Answers. MOST MOST URGENT
Please do not post Link or website name and detail response will be highly appreciated.
Very Respectfully,
Sameer.
SAP HR .Hi there,
Pl. find herewith the answers of the questions posted on the forum.
1. What are plan versions used for?
Ans : Plan versions are scenarios in which you can create organizational plans.
In the plan version which you have flagged as the active plan version, you create your current valid organizational plan. This is also the integration plan version which will be used if integration with Personnel Administration is active.
You use additional plan versions to create additional organizational plans as planning scenarios.
As a rule, a plan version contains one organizational structure, that is, one root organizational unit. It is, however, possible to create more than one root organizational unit, that is more than one organizational structure in a plan version.
For more information on creating plan versions, see the Implementation Guide (IMG), under Personnel Management  Global Settings in Personnel Management  Plan Version Maintenance.
2. What are the basic object types?
Ans. An organization object type has an attribute that refers to an object of the organization management (position, job, user, and so on). The organization object type is linked to a business object type.
Example
The business object type BUS1001 (material) has the organization object type T024L (laboratory) as the attribute that on the other hand has an object of the organization management as the attribute. Thus, a specific material is linked with particular employees using an assigned laboratory.
3. What is the difference between a job and a position?
Ans. Job is not a concrete, it is General holding various task to perform which is generic.(Eg: Manager, General Manager, Executive).
Positions are related to persons and Position is concrete and specific which are occupied by Persons. (Eg: Manager - HR, GM HR, Executive - HR).
4. What is the difference between an organizational unit and a work centre?
Ans. Work Centre : A work center is an organizational unit that represents a suitably-equipped zone where assigned operations can be performed. A zone is a physical location in a site dedicated to a specific function.
Organization Unit : Organizational object (object key O) used to form the basis of an organizational plan. Organizational units are functional units in an enterprise. According to how tasks are divided up within an enterprise, these can be departments, groups or project teams, for example.
Organizational units differ from other units in an enterprise such as personnel areas, company codes, business areas etc. These are used to depict structures (administration or accounting) in the corresponding components.
5. Where can you maintain relationships between objects?
Ans. Infotype 1001 that defines the Relationships between different objects.
There are many types of possible relationships between different objects. Each individual relationship is actually a subtype or category of the Relationships infotype.
Certain relationships can only be assigned to certain objects. That means that when you create relationship infotype records, you must select a relationship that is suitable for the two objects involved. For example, a relationship between two organizational units might not make any sense for a work center and a job.
6. What are the main areas of the Organization and Staffing user interfaces?
Ans. You use the user interface in the Organization and Staffing or Organization and Staffing (Workflow) view to create, display and edit organizational plans.
The user interface is divided into various areas, each of it which fulfills specific functions.
Search Area
Selection Area
Overview Area
Details Area
Together, the search area and the selection area make up the Object Manager.
7. What is Expert Mode used for?
Ans. interface is used to create Org structure. Using Infotypes we can create Objects in Expert mode and we have to use different transactions to create various types of objects. If the company needs to create a huge structure, we will use Simple maintenance, because it is user friendly that is it is easy to create a structure, the system automatically relationship between the objects.
8. Can you create cost centers in Expert Mode?
Ans. Probably not. You create cost center assignments to assign a cost center to an organizational unit, or position.
When you create a cost center assignment, the system creates a relationship record between the organizational unit or position and the cost center. (This is relationship A/B 011.) No assignment percentage record can be entered.
9. Can you assign people to jobs in Expert Mode?
10. Can you use the organizational structure to create a matrix organization?
Ans. By depicting your organizational units and the hierarchical or matrix relationships between them, you model the organizational structure of your enterprise.
This organizational structure is the basis for the creation of an organizational plan, as every position in your enterprise is assigned to an organizational unit. This defines the reporting structure.
11. In general structure maintenance, is it possible to represent the legal entity of organizational units?
12. What is the Object Infotype (1000) used for?
Ans. Infotype that determines the existence of an organizational object.
As soon as you have created an object using this infotype, you can determine additional object characteristics and relationships to other objects using other infotypes.
To create new objects you must:
Define a validity period for the object
Provide an abbreviation to represent the object
Provide a brief description of the object
The validity period you apply to the object automatically limits the validity of any infotype records you append to the object. The validity periods for appended infotype records cannot exceed that of the Object infotype.
The abbreviation assigned to an object in the system renders it easily identifiable. It is helpful to use easily recognizable abbreviations.
You can change abbreviations and descriptions at a later time by editing object infotype records. However, you cannot change an objects validity period in this manner. This must be done using the Delimit function.
You can also delete the objects you create. However, if you delete an object the system erases all record of the object from the database. You should only delete objects if they are not valid at all (for example, if you create an object accidentally)
13. What is the Relationships Infotype (1001) used for?
Ans. Infotype that defines the Relationships between different objects.
You indicate that a employee or user holds a position by creating a relationship infotype record between the position and the employee or user. Relationships between various organizational units form the organizational structure in your enterprise. You identify the tasks that the holder of a position must perform by creating relationship infotype records between individual tasks and a position.
Creating and editing relationship infotype records is an essential part of setting up information in the Organizational Management component. Without relationships, all you have are isolated pieces of information.
You must decide the types of relationship record you require for your organizational structure.
If you work in Infotype Maintenance, you must create relationship records manually. However, if you work in Simple Maintenance and Structural Graphics, the system creates certain relationships automatically.
14. Which status can Infotypes in the Organizational Management component have?
Ans. Once you have created the basic framework of your organizational plan in Simple Maintenance, you can create and maintain all infotypes allowed for individual objects in your organizational plan. These can be the basic object types of Organizational Management organizational unit, position, work center and task. You can also maintain object types, which do not belong to Organizational Management.
15. What is an evaluation path?
Ans. An evaluation path describes a chain of relationships that exists between individual organizational objects in the organizational plan.
Evaluation paths are used in connection with the definition of roles and views.
The evaluation path O-S-P describes the relationship chain Organizational unit > Position > Employee.
Evaluation paths are used to select other objects from one particular organizational object. The system evaluates the organizational plan along the evaluation path.
Starting from an organizational unit, evaluation path O-S-P is used to establish all persons who belong to this organizational unit or subordinate organizational units via their positions.
16. What is Managers Desktop used for?
Ans. Manager's Desktop assists in the performance of administrative and organizational management tasks. In addition to functions in Personnel Management, Manager's Desktop also covers other application components like Controlling, where it supports manual planning or the information system for cost centers.
17. Is it possible to set up new evaluation paths in Customizing?
Ans. You can use the evaluation paths available or define your own. Before creating new evaluation paths, check the evaluation paths available as standard.
18. Which situations require new evaluation paths?
Ans. When using an evaluation path in a view, you should consider the following:
Define the evaluation path in such a manner that the relationship chain always starts from a user (object type US in Organizational Management) and ends at an organizational unit, a position or a user.
When defining the evaluation path, use the Skip indicator in order not to overload the result of the evaluation.
19. How do you set up integration between Personnel Administration and Organizational Management?
Ans. Integration between the Organizational Management and Personnel Administration components enables you to,
Use data from one component in the other
Keep data in the two components consistent
Basically its relationship between person and position.
Objects in the integration plan version in the Organizational Management component must also be contained in the following Personnel Administration tables:
Tables Objects
T528B and T528T Positions
T513S and T513 Jobs
T527X Organizational units
If integration is active and you create or delete these objects in Organizational Management transactions, the system also creates or deletes the corresponding entries automatically in the tables mentioned above. Entries that were created automatically are indicated by a "P". You cannot change or delete them manually. Entries you create manually cannot have the "P" indicator (the entry cannot be maintained manually).
You can transfer either the long or the short texts of Organizational Management objects to the Personnel Administration tables. You do this in the Implementation Guide under Organizational Management -> Integration -> Integration with Personnel Administration -> Set Up Integration with Personnel Administration. If you change these control entries at a later date, you must also change the relevant table texts. To do that you use the report RHINTE10 (Prepare Integration (OM with PA)).
When you activate integration for the first time, you must ensure that the Personnel Administration and the Organizational Management databases are consistent. To do this, you use the reports:
RHINTE00 (Adopt organizational assignment (PA to PD))
RHINTE10 (Prepare Integration (PD to PA))
RHINTE20 (Check Program Integration PA - PD)
RHINTE30 (Create Batch Input Folder for Infotype 0001)
The following table entries are also required:
PLOGI PRELI in Customizing for Organizational Management (under Set Up Integration with Personnel Administration). This entry defines the standard position number.
INTE in table T77FC
INTE_PS, INTE_OSP, INTEBACK, INTECHEK and INTEGRAT in Customizing under Global Settings ® Maintain Evaluation Paths.
These table entries are included in the SAP standard system. You must not change them.
Since integration enables you to create relationships between persons and positions (A/B 008), you may be required to include appropriate entries to control the validation of these relationships. You make the necessary settings for this check in Customizing under Global Settings ® Maintain Relationships.
Sincerely,
Devang Nandha
"Together, Transform Business Process by leveraging Information Technology to Grow and Excel in Business". -
Assistance in How to Communicate to Serial Port
Hello, I am designing an Interface to communicate with RFID Device. My problem is that I cannot seem to get the data sent to loop back and be displayed back to a textbox that I have setup. The serial port pins 2 and 3 have been connected with jumper
wire so as to allow the data to transmit and return back. I have followed the example from an online source called "Simple Serial". Yet, everything seems to work except for the data return (received). Any assistance on the matter would be greatly
appreciated. My apologies, I neglected to mention that I am using C# 5.0 in Visual Studio 2013 Ultimate.Hi,
Your issue is out of support range of VS General Question forum which mainly discusses the usage issue of Visual Studio IDE such as
WPF & SL designer, Visual Studio Guidance Automation Toolkit, Developer Documentation and Help System
and Visual Studio Editor.
Because your issue is about Serial Port, you can consult on ,Net Compact Framework forum like this thread:
https://social.msdn.microsoft.com/Forums/en-US/59db36ee-88dc-436a-9222-bb0b7f9acbeb/serial-port-communication-using-cnet?forum=netfxcompact for better support.
Thanks,
We are trying to better understand customer views on social support experience, so your participation in this interview project would be greatly appreciated if you have time. Thanks for helping make community forums a great place.
Click
HERE to participate the survey. -
Conducting oneself in an Interview
Hi guys (Stephen&yogesh)
I need your trusted and educated assistance. Im attending my first SAP Consultant interview for a job and would like some ideas on how to approach it and most importantly the Do's and Donts.
My backgorund. Im from sunny South Africa
Professional management accountant but only certified as a MM funtional consultant on Sept 1. Im currently in an Supply Chain optimisation role since November 06. I would appreciate some feedback and if possible directed to this email address.
[email protected]
any help is most apprecuated from anyone.
VishnuHi Vishnu
Please check your mail id.
regrds
Yogesh -
Possible San Francisco Bay Area Assistance Needed
Hello,
I'm in a bit of a jam and it's possible (about 50/50) that I may need a bit of assistance in the Bay Area next Thursday or Friday.
Apple is likely going to replace the motherboard on my Mac Pro this week. Unfortunate. It is covered under Apple Care, but the delay impacts my April 19 deadline for my film.
I have about 24 gig of video data from a Sandisk UDMA 32 gig card that I would like to offload so that I can shoot my final footage next weekend. I have a 32 gig thumbdrive we can transfer it to.
The footage was shot on a Canon 5D and I would like to borrow someone's PrPro software here in the Bay Area, if necessary.
Alternatively, I could Fed ex the card and pay for return fedex as well.
Thanks for considering this.
Matt Dubuque
100 TreesThanks Hunt.
Looks like I better go out and purchase a copy of the hilarious book "My First Movie" an interview with 20 famous directors about the fiascoes and adventures that accompanied their first film:
http://www.amazon.com/My-First-Movie-Celebrated-Directors/dp/0142002208/ref=sr_1_1?s=books &ie=UTF8&qid=1300283440&sr=1-1
I backed up my media, but didn't have a spare MacPro when its motherboard went down!
Matt -
Embedding an Interview into a webpage
We can embed the wizard within a page using an iFrame, but when we do this it keeps saying that “The interview session has expired.”.
Can anyone assist in troubleshooting this issue?Hi Jasmine and Fiona,
We are still have difficulties. See below the info I have been provided by our Web Services Team:
We’d already looked at the two help topics that they’ve linked to below and I believe we’ve got the correct code snippet:
<iframe height="580" src="https://tra-opa.custhelp.com/tra_opa/web-determinations/startsession/TRAWizardv3" width="100%"></iframe>
We’ve even tried putting it in an (extremely) simple HTML page and we still get the same issue. I’ve attached a copy of the page for your reference. We’ll need to investigate further.
We will need to resolve this in order to move our 'wizard' rulebase into a production website.
Thank you
Bryce -
System review assistance please
I have sought to sift through the very helpful postings in this forum in developing the basis of a dedicated workstation and now need just a little further clarification and advice before I have the system built by others. I will be using the Adobe Creative Suite 5 Master Collection.
I create medical interview videos for publication on the Internet, mostly of 20-30 minutes in length. Some are as long as 75 minutes I shoot in AVCHD with a Panasonic AG-HMC150. My work typically has four or fewer video layers and two or three audio layers.
My understanding of the various postings leads me to believe that the following would work for me now and yet be a system that could be upgraded/expanded as may be needed in the future should my projects become more complex. The costs shown are for parts from NewEgg.
Processor
I-930 (OC 3.7) w/ I cpu chip, 4 cores & 12 gig RAM
$ 290
RAM
OCZ Gold 12GB (6 x 2GB) 240-Pin DDR3 SDRAM DDR3 1600
$ 366
Boot Drive/Disk
WD VelociRaptor WD3000HLFS 300GB 10000 RPM 16MB Cache SATA 3.0Gb/s 3.5"
$ 200
Motherboard
ASUS P6T WS PRO LGA 1366 Intel X58 ATX Intel Core i7
$ 280
Video Card
GTX 480 Ha
$ 480
PowerSupply
CORSAIR CMPSU-850TX 850W
$ 130
Blu-Ray Burner
LG WH10LS30K 10X Blu-ray Burner
$ 140
Cooler
Noctua NH-D14 120mm & 140mm SSO CPU Cooler - CPU Fans & Heatsinks
$ 90
Operating Syst
Windows 7 Pro 64-bit OEM
$ 134
Chassis
LIAN LI PC-A77F Black Aluminum ATX Full Tower Computer Case
$ 350
Computer parts less storage total cost
$ 2,460
In spite of numerous reading of the various postings on storage and RAID I am much less clear as to the most appropriate storage to set up. I have been unable to get a clear understanding of whether or not I even need a RAID setup let alone how to determine which RAID controller best suits my needs.
I THINK that the following is appropriate. But would really appreciate comments on whether my storage inclination is reasonable and economical considering my current editing needs or whether I might be better off delaying the installation of a RAID system
RAID Controller
areca ARC-1680IX-12 PCIe x8 SAS RAID Card
$ 789
Storage
4 x Samsung Spinpoint F3 HD103SJ 1TB 7200RPM SATA 3.0gb/s 3.5"
$ 280
HD 1 = OS & programs
HD 2 Media & Projects
HD 3 pagefile, media cache
HD 4 previews & Exports
Storage Total
$ 1,069
System Total
$ 3,529
Again, is there anything shown which is unnecessary or overkill for which something less expensive might be substituted. Is anything missing? What changes, if any, are suggested? I have not yet choosen a builder and am very open to recommendations in this area as well.
Finally, very special thanks, most notably to Harm, to the active posters in this forum for the invaluable insights and assistance offered in your postings and responses.I edit AVCHD on a similar system... with NO raid and 3 hard drives (320Gig+320Gig+1Terabyte) and have not noticed any slowness or "stumbles" with the video
Other kinds of HD video do need, so I read, a raid setup... see my computer notes http://www.pacifier.com/~jtsmith/ADOBE.HTM
Also My CS5/AVCHD 1st Impressions http://forums.adobe.com/thread/652694?tstart=0 and http://forums.adobe.com/thread/653789?tstart=0
Do consider (if your case allows) side fans to blow air onto the GTX card and the motherboard
I have read in other messages that the GTX 470 will be "officially" supported soon, but the GTX 480 will NOT
I don't have links, so you might search the forum for GTX 470 and/or GTX 480 and do some reading -
How to use Garageband to record interview
We want to record an older relative talking about family history, and people have recommended using Garageband. I have it on my iPhone 5 but wonder exactlly how to use it. Has anyone done this? I have tried recording myself with the microphone icon but have not been able to find the recording or to play anything back.
Hi tingold1,
GarageBand on your iPhone is one way to record your interviews, particularly if you want to be able to do a lot of editing on the resulting sound file. See this page for an introduction to GarageBand -
GarageBand for iPhone: GarageBand Help
http://help.apple.com/garageband/iphone/2.0/
Anoterh application which can do simple sound recording is Voice Memo. See the iPhone manual for assistance with this -
iPhone User guide
http://manuals.info.apple.com/MANUALS/1000/MA1565/en_US/iphone_user_guide.pdf
Page 110 is where you may want to start.
Thanks for using Apple Support Communities.
Best,
Brett L -
Remote Assistance with C++ MFC
Hi,
I am trying to write program for remote assistance in MFC/VC++/C++. I found many example in other languages howevernot found for c++. I tried to implement using http://msdn.microsoft.com/en-us/library/aa359213%28v=vs.85%29.aspx#remoteassist_Launching_IRendezvousApplication_Based_Object
but as i am not much aware about COM programming i couldnt write it. Please help me write simple initial sample which will help me.Hi
Thanks for posting in MSDN forum, but this forum does not support write sample service. If you cannot find a sample in the Internet, you could ask a sample in here.
https://code.msdn.microsoft.com/site/requests?f%5B0%5D.Type=ProgrammingLanguage&f%5B0%5D.Value=C%2B%2B&f%5B0%5D.Text=C%2B%2B
Best regards,
Shu Hu
We are trying to better understand customer views on social support experience, so your participation in this interview project would be greatly appreciated if you have time. Thanks for helping make community forums a great place.
Click
HERE to participate the survey. -
I would like technical assistance with this Microsoft Access program.
Woosnut 216-799-1000 USAHi Woonut,
This forum is discussing about General Office Development issues like VSTO, VBA and .etc. This forum offers supports by this forum site, if you want phone support, you could refer the link below, get the suit phone and then contact them.
Reference:
https://support.microsoft.com/en-us/gp/customer-service-phone-numbers?wa=wsignin1.0
If you have any developing issues and need supports for Office Developing, it would be helpful if you could share us more information about your issues like error message. You could post your issue in the link below:
https://social.msdn.microsoft.com/Forums/office/en-US/home?forum=officegeneral
If you have issues about Office product features like how to use Access, you could refer the link below for help.
Reference:
http://social.technet.microsoft.com/Forums/en-US/home?forum=officeitproprevious
Hope it will help.
Best Regards,
Edward
We are trying to better understand customer views on social support experience, so your participation in this interview project would be greatly appreciated if you have time. Thanks for helping make community forums a great place.
Click
HERE to participate the survey. -
Hi All,
I mite have to face a telephonic interview tomo.
Can you guys pls help me wid the questionnaire or interview questions for a 2 year CRM exp consultant.
Request you guys to pls reply asap as wd need to prepare for it.
SujiHi
Suji in general for MArketing these r the Questions
what is Campaign Automation? how many types of campigns r there?
what r the steps to execute a Campaign?
How do you customise a Personalied mail?
how can you send a mail using Actions for particular target group?
what is necessary for a Campaign to run?Channel and target group
what is Wbs Element when it is ticked what happens?
Examples for Marketing element and Campaign Element?
how do you creata target group step by step
what ELM?
what are the data sources of a TArget group?
how elm is mapped with SAP?
where do you confifure Product proposals?
what is the difffrence between Cross selling and Accessories?
how do you categorise the leads on what basis? how do u configure for leads generation?
In Sales
what are the Sales Methodologies available explain Sales Assistant
how does the ooprtunity mangement will effect the Sales Process
what ar the actions how do you set up for transactions
what r the contents of a CRM sales order?
trasaction process from Lead to contract?
and all general tcs' like se16 and all common types of questions
Reward if helpful
Venkat -
First release of new DPL Assistant, an IDE plug-in
We are pleased to announce the first version of a new component. "DPL
Assistant" is an IDE plug-in that is intended to help developers use,
and learn to use, the Direct Persistence Layer of Oracle Berkeley DB
Java Edition. The DPL Assistant is initially provided as an Eclipse
plug-in.
This first version of the plug-in performs validation of DPL
annotations in Java source code. Each time you save changes from the
Java source code editor, the validator analyzes annotations (@Entity,
@Persistent, etc.) and reports any errors or warnings that it can
detect, in a similar way to how the IDE reports Java compilation
errors.
Of course there are many more things that the DPL Assistant could do.
We are requesting your feedback. Please see the Possible Future
Enhancements section at the end of this message and send us your
thoughts by replying to this forum thread.
Installation
You can install the DPL Assistant using the Eclipse update manager.
Start by adding our update site to your configuration:
http://download.oracle.com/berkeley-db/eclipse/The DPL Assistant was developed on Eclipse version 3.3, and has been
tested with both 3.3 and 3.4. It of course requires at least Java 1.5
(since it works with Java annotations).
Usage
Once installed, the DPL Assistant may be enabled on a per-Java-project
basis. From the Project Explorer, right-click on the name of a Java
project, and choose Properties from the pop-up menu. In the
Properties dialog, choose the "DPL Assistant" page, and turn on the
"Use DPL Assistant" check-box.
Now you can create a Java source file and type in some Java code,
using DPL annotations. Whenever you save your changes in the Java
source code editor, the validation tool checks the code, and adds
error/warning markers for any problems that it finds.
If you have your Eclipse workspace set up to build automatically, you
only need to save your changes. (See the Project -> Build
Automatically menu item.) Otherwise you need to do an explicit Build
to run the validator.
When the tool reports a problem, you should be able to see a marker in
the margin on the left-hand side of the editor, and if you show the
Eclipse "Problems" view you should see it there too. Also, a few --
but not all -- of the problem types also appear as squiggly underlines
in the source code.
As a simple example, if you were to type in (and Save) the following
code:
@Entity public class A {
String foo;
}you should see an error marker, complaining that "Entity class lacks a
primary key".
Known Issues
There is one significant known issue: if you have multiple Java
projects in your Eclipse workspace, with entity or persistent classes
from one project referring to classes in another project, then
sometimes DPL Assistant can get confused. In such a case, it may fail
to notice changes in one project that ought to cause a refresh of the
validation for classes in another project, resulting in the retention
of stale results from a previous validation.
If this happens, a simple workaround is to manually request a clean
build of the Java project (from the menu bar: Project -> Clean ...).
Possible Future Enhancements
At this point these are only some ideas, and do not represent any sort
of commitment or definite plan. We would especially like to get
opinions and feedback from the community. What features do you think
would be useful?
* the DPL Assistant is initially provided as an Eclipse plug-in, but
we could add support for other IDE's, such as NetBeans or
JDeveloper. Again, this depends on the level of interest from the
community. Please let us know what would be useful to you.
* instead of merely complaining about errors, in many cases it could
fix the code automatically. Sometimes there are several possible
fixes, depending on the developer's intent. These could be
presented to the user in a multiple-choice pop-up menu.
* "content assist": instead of waiting until an error has been made,
it is sometimes possible to help the user get it right the first
time. In the same way that the IDE helps in writing Java
expressions (e.g., presenting a multiple-choice list of known
methods, given an object reference of a known class), it could
present a list of valid completions during typing of annotations.
* wizards: instead of having to type entity classes by hand, a wizard
could lead you through the process of defining the desired fields,
and then generate the basic Java source code automatically.
By analyzing an application's overall schema, a wizard might also
help generate code for a test harness. Or, by comparing the current
schema to a previous schema extracted from an old database
environment, it might help generate conversion code ("mutations").
* ultimately, it would be sweet to be able to render an abstract
graphical "picture" (like a UML diagram) from an existing schema,
and even (conversely) to support interactive drawing of such a
diagram from which entity and persistent classes could then be
generated automatically.
Alan Bram
OracleThanks for your account and experience with the new iWeb.
Nice site now, although vegetarians better skip it
I personally got rather hungry viewing it. And it is only 13.30 here.
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