SP SAPKH47026 and change in structure of VBAK, VBUK ,BKPF

Hi All,
We are currently on SAP R3 Enterprise 4.7 at an APPL level of 22.
We are planning to move to SAP_APPL level 26. In fact I have already applied the relevant support packs in our sandbox system.
I have checked out the objects contained in the APPL support packs 23 to 26 and have found certain changes that concern me. The structures of the following tables change:- VBAK, VBUK and BKPF.
Now these tables are of the following sizes in our production system.
VBAK => 4 GB
VBUK => 6 GB
BKPF => 20 GB
I have no other system that comes anywhere close to the production system in size. Total production system DB size is 2.8 TB.
I checked out the logs that are generated during the import in our sandbox system and found that the following is fired to change the table structures.
for eg for BKPF
ALTER TABLE "BKPF"
ADD ("XBLNR_ALT" VARCHAR2 (000026) )
what I would like to know from the Oracle experts out there is what are the requirements that would be needed when these SPs are imported?
what extent of space would be consumed in PSAPBTABD/ PSAPTEMP/ PSAPUNDO etc ?
thanks and regards,
Kevin Hill

Hi ,
To read data from the application server you need to use the
OPEN DATASET statement .
Please check the help on it and try to implemnet in your program in place of GUI_UPLOAD function.
Regards
Arun

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project, when the actual time delay resulting from a
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extension). My position is that if they refuse to
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cost given in the CO, which is nothing more than an
estimate, should also be replaced with T&M, and
the budget be damned. Needless to say, that position
has not won me many friends in the trailer across the
way.
You might suggest that we
should refuse the extra work if a time extension is
not granted up front. If we did that, they would hit
our bond in a heartbeat. A contractor's lot in life
seems to be to make lawyers (Deo volente, may the burn
in hell) wealthy.
In the case
of the Owner/CM refusing to grant time for
non-critical path CO's, my position is that, while the
CO work may not be on the critical path this instant,
in many cases, the critical path can change
dramatically, sucking CO work into it that was
previously separated from it by weeks. That very thing
has happened on a school project located in a major
city we are doing.
The project
has extensive tubular secondary steel at the exterior
of the two buildings. This tube steel, ranging in size
from 4" diameter to 20" diameter curves around, and up
and down, the exterior of the structure. I do not
exaggerate when I say that it is more complicated than
a roller coaster. I will send pictures if you are
interested. It supports curvilinear LG framing, which
in turn supports a combination of plaster, brick
veneer and metal panels. Very phantasmagorical stuff.
Being a complicated 3-D arrangement of rigid steel,
the architect's drawings were incomplete, (we should
have expected that) and changed frequently (4 times)
during fabrication, resulting in detailing problems
and a two month delay in erection. Lots of unforeseen,
fit-scribe-cut-repeat of long, heavy, curved, twisting
pieces of long steel hanging from crane hooks has been
required.
We have recovered
most of that time, but only by doing a great deal of
out-of-sequence work.
As you
can imagine, this mess generated a ton of CO's, but
the Owner would not agree to grant time extensions
until the end of the project, and even then, only on
CO's that are provably on the critical path. When
combined with electrical changes impacting utility
buildings, cable pulls, elevators, manlift and even
exterior finishes, and then with added off-site work,
topped off by submittal-review delays by State
agencies, the critical path has flapped around like a
flag in the wind, with CO's going in and out of it. In
many cases, this means that a particular item of
ongoing CO work has delayed the critical path for a
period of time, but not for the entire duration of the
CO work. So calculating the exact impact of the CO
during the period it was on the critical path has not
been easy.
I anticipate there
will be huge disagreement about these calculations at
the end of the project when we have the "come to
Jesus" time/money resolution meeting with the
Owner/CM.
BTW, the CM always
insists that CO's be dealt with as fragnets, but that
doesn't always make sense because the nature of CO
work is often one-of-a kind, not repetitive stuff. But
he has fragnets on the brain, it seems, so we call
them fragnets to humor him.
 Anyway, as you can imagine, tracking the dynamic
(vs. static) effect of CO's on the schedule has been
difficult. I am almost tempted to try calculus methods
to calculate time consumed over time (if you get my
meaning). Any experience analyzing schedules using
differential equations? Someone must have done it
before....
Right now I am
using activity codes to track them, but I am wondering
if there is a better way.
 
I have other projects, without the
same delays, but similar Owner/CM mindset regarding
CO's
Now you know the long
story. Any suggestions?
 Stan

SP SAPKH47026 and change in structure of VBAK, VBUK ,BKPF

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