Study On SAP R/3 System Project Schedule Control Of LP Company

LP, a Sino-German joint venture company, mainly engages in solar-thermalindustry. The annual sales of LP is 1 billion RMB, which ranks top four in the industry, and belongs to the first echelon of the solar-thermal industry. The heated competition of the whole solar-thermal industry is still in a lower level pattern centered on price competition. LP clearly realizes that to lead the industry, they not only need to constantly update their products, improve the quality, get closer to the need of the market but also to innovate sales model. The innovative marketing mode of LP includes establishing branch companies all over the country and introducing high-end information tools-SAP R/3 systems.As the implementation of SAP R/3 systems is a systematic project, to implement it successfully is decided by the project management during the implementing process, while the project schedule control, which can decide the smooth process of the project, the proper utilization of resources and the success of the project, is a key factor in the project management. Consulting the domestic and foreign research achievements of the project schedule control, this paper carries on a detailed and deepened study on the project schedule control of SAP R/3 systems in accordance with the actual condition of LP. In terms of the formulation of the project schedule planning, brainstorming and experience summarizing method are used to analyze SAP R/3 system project activities.Expert judgment method and analogy method were applied to estimate the time of project activities, to describe in detail the various activities of the project, to determine a person in charge for each activity and to prepare the project schedule. This paper takes the project of LP company as an example to study the process of project schedule control in R/3 SAP system. Through the research, it is found that the project schedule management is a complex project, which needs the efforts and cooperation of all aspects. Because of its own complexity, the software project decides the complexity of the progress control process, and it needs the support of all the company leaders and staff. At the same time, we should actively learn from the advanced practice of other countries and enterprises, based on their own reality, and constantly strengthen the progress of management.