Steps:

1. Ask your basis to install the Nakisa Embedded Org. Chart add-on “EMBORGCH” and MSS add_on “EA-HR_MSS”.
2. Activate the Business Function: HCM_PD_UI_1 using transaction SFW5.
3. Bingo! that’s all you need to do…

MSS WDA Applications:

Home->team:

You can drag and drop employees to compare.

Click the  to view the hierarchy

HCMPF start process for employees (HCMPF):

Search for an employee:

Start Organizational Process (HCMPF):

Edit Position Details:

Tip: You can turn on/off this new feature even for a user by setting the parameter “PDVIS_OFF” to X.

Start process after switching the visualization feature off:

As we continue our Project Managers workshop this month, we will focus on the key business processes required to successfully orchestrate your acquisition project.  Penny PM says, “Just like an orchestra contains many sections of string, brass, woodwind, and percussion instruments, an acquisition project contains many sections including people, culture, technology, day-to-day business and operations.”

Penny PM says, “As we’ve discussed, the most important thing to our customers is to be on-time, within scope and within budget; a Quality Management Plan provides the processes to ensure we have a successful project and a happy client.”

Our first step will be to define an Acquisition Project Plan by following five key project management business processes:

1. Scope definition
2. Project resources
3. Project methodology
4. Project timeline
5. Organizational readiness

Helping our Business Stakeholders understand the importance of the following project management business processes will help to minimize the risk to both the project team and to the organization.

1. Project Scope: Define strategic objectives, business drivers and guiding principles
   1. It is important to define corporate objectives and project scope for your business teams, non-SAP technical teams, SAP support teams and the project team.
   2. Are you merging the acquired employees into existing business and technical processes or are you going to accommodate the acquired companies policies and procedures?
   3. Guiding principles should be defined early to avoid confusion and duplication of work effort amongst all organizations and business and technology teams.
2. Project Resources: Define governance structure, business teams by organization and project team by organization
   1. Reinforce the importance of defining the governance structure, communication and escalation procedures early in the project to avoid delays
   2. Teams to be defined: OCM, Business Structure, Governance Structure (Steering Committee, Senior Leadership, Key Stakeholders), as well as an SAP Project team for acquisition and sustain environment
   3. Project Environment should be created to support team requirements
3. Project Methodology: Define approach and methodology used for the project and delivery
   1. Define the PMO procedures for Governance Reporting, Communication and Escalation procedures early in the project to avoid delays
   2. Define the approach for each project phase assuming use of ASAP methodology
   3. Integration Process and Communication: Define the communication plan to keep all teams engaged, informed and included through the decision process
4. Project Timeline: Define Timeline considerations regarding operations, regulatory, employee union contract and non-contract requirements
   1. Types of things to consider:

• Operational transition
• Union transition/CBA
• Regulatory business requirements
• Training considerations
• Network integration

5. Project and Organizational Readiness: Define communication and readiness plans for the organization and employees to ensure successful transition

• Onboarding
• Communication plan
• Employee training (business/operation)
• System access readiness
• Security access (building, network)

Penny PM states, “As our AspireHR Quality guidelines outline, we must understand our business objectives as well as our technical objectives to be successful.  As the conductor of the Acquisition Orchestra, your role is to stress the musical pulse so that all the performers can follow the same metrical rhythm.  In this case, it would be to keep the business, technology and the organization in sync to keep all the notes in line and the music sounding sweet.”

Click on this link to read more about our partnership with SAP as a certified member of the global quality accreditation program and diagram below.

What I’m talking about here are those companies that change order you to death, making what seems like a great deal into a nightmare project. They quote you for the absolute minimum scope and then either upsell or, throughout the lifecycle of the project, drown you in change orders. In the end, the final price of the project often far exceeds those original “reasonable” bids.

The moral to my story is that had I known about AB’s additional level fee before I bought the game, I probably would have been fine with it – because I would have had my expectations set on how much I should expect to spend. Being surprised by your favorite game or by the lowest bidder’s end game is not the way to do business. Instead, work with a Partner is able to set your expectations with a realistic and agreed upon vision of how you want your project to be. Otherwise, you (and your stakeholders) could be in for a nasty surprise.

Step 1

In transaction SE80 navigate to the HRRCF_C_STARTPAGE WebDynpro application.  Expand the Web Dynpro Applications folder. 
Right click on the hrrcf_a_startpage_ext_cand application.  From the popup menu, select Create/Change Configuration.  A separate Internet Explorer window will pop up.  This is where the application configuration will be created.

Step 2

In the Application Configuration window enter the name of the application configuration in the Configuration ID text box (please adhere to your company’s naming conventions).  Now click the Create button.

In a separate window (Create Configuration box) enter a description for the new configuration and choose a package.

Step 3

Now it’s time to assign the application configuration to the component configuration (created in part 1).  In the Application Configuration window, in the Structure tab, scroll down to the Roadmap component.  In the Configuration column to the right, select the component configuration and click the Save button.

Step 4

The final step in the process is to activate the Configuration for Start Page BAdI (HRRCF00_DET_APPL_CONFIG_STARTP).  The BAdI can be found in the IMG under the SAP E-Recruiting node.  This step needs to be completed by a developer because it involves inserting a few lines of the code.  The code has the name of the component configuration to call.  Any capable SAP developer should be able to do this with no problems.

Conclusion

As we just saw the look of the SAP E-Recruiting experience can be changed in just a few easy steps.  Thanks to WebDynpro the look and feel of E-Recruiting is now easy to change.  And the best part – there is very little coding involved!

At AspireHR, we are a certified Active Quality Management Partner with SAP because we have Quality Management processes built into our project methodologies. Penny PM states, “One of the very first things you will complete during a project’s prep phase will be to define the Quality Management Plan.”

Penny PM states, “A strong Quality Management Plan will contain clear objectives on how we will track and report status to our Stakeholders, Steering Committees, and project team members. This process is important for us to stay on track within the scope of the project and, of course, within budget; things that are very important to our customers.”

The Quality Management Plan includes the following:

• Quality Reviews are conducted by the PMO and the Team Leads to ensure that all relevant workstream deliverables have been completed to meet each major project milestone.
• Deliverable Reviews are conducted by the PMO against deliverables produced by the project sub-teams (BPM, testing, data, etc.) to ensure that they meet basic quality standards and can qualify as complete with respect to the Quality Review process.
• Project Quality Assurance Reviews are conducted periodically by the Quality Assurance Manager from AspireHR.  These reviews cover all aspects of the project including, but not limited to: project’s PMO, testing, conversions, infrastructure, interfaces and cutover.  The intent of these reviews is to highlight current issues, potential areas of risk, and report back to the PMO and Steering Committee members.

Governance, Risk Management, Issue Management, and Quality Reviews are critical to any project.  Governance describes the proper flow of information regarding the project to all stakeholders.  It ensures that the appropriate review of issues encountered within each project and required approvals and direction for the project are defined and met at each stage.

Issue Management first starts with risk management. Each risk identified by the project team should have a mitigation plan and be reviewed regularly. High probability or high impact risks will be escalated to the operating and/or steering committee for assistance. Risks that become issues or issues not previously identified as a risk will be managed in the Issues List, per the Issue Management Procedure created during Blueprint. Issues are logged, assigned to an individual responsible for resolving the issue, and given a date for resolution.  The Issue List will be reviewed regularly to ensure timely closure of issues.

The Quality Assurance Plan defines who is responsible for regularly scheduled internal Project Quality Reviews to assess the project’s progress, feedback from the client, and consulting team members regarding leadership, risk and issue mitigation, change management progress, and deliverable quality and status.

Penny PM says, “As we know, the most important things to our customers are to be on time, within scope and within budget; a Quality Management Plan provides the processes to ensure we have a successful project and a happy client.”

Penny PM states, “A Quality Plan is like the 4 Cs of picking a diamond.  You should have a clear path, concrete business processes, concept of size and project scope and, of course, defined path for communication and escalation.  With these things in place, your diamond or customer will sparkle on Go-Live day.”

1.  Talent Management is what drives an organization – both it’s productivity and growth – whether that be from more effective performance management (a Success Factors strong suite), upskilling/training/compliance, appropriate rewards for employees, online talent acquisition or succession planning strategies. Ask any business leader  – their number one priority is the management of existing and incoming talent to maintain and grow their businesses in the years to come.
2. In reality SAP has been lagging behind in the deployment of solutions in the ‘Cloud’. As such, SaaS vendors have been able to ‘fill the gap’ and make headway with clients that did not want an enterprise solution to be able to manage their talent management strategies – look at the progress of Workday and Taleo have made over the past 10 years – had SAP and Oracle/Peoplesoft been on top of their game, they are unlikely to have experienced the same degree of business growth.
3. In these days of a slowly recovering global economy, customers need more tools to measure and manage talent; however, they also don’t want to make a massive investment in hardware and software with an On-Premise solution; they want an easier-to-implement ‘plug and play’ solution based on some commonly shared ‘Best Practice’ model, that does not involve them in a lot of capital expenditure.

Personally, I am looking forward to seeing how the SAP acquisition of Success Factors pans out – in addition to my interest in ‘Business ByDesign’ too; SAP has clearly listened to its clients (all of them, not just the global giants) and has developed a strategy to not only retain existing customers, but acquire some new ones. I don’t doubt that there will be a few challenges along the way, especially with the need to integrate with core SAP components – but then that is where the opportunity lay for SAP Implementation Partners – to help customers make it happen. I am hoping for a Success Factors project real soon – watch this space for my observations (good and bad) on the experience.

SAP Process Integration (SAP PI) or SAP Exchange Infrastructure (SAP XI) SAP Process Integration is a component of the SAP NetWeaver. It is used to exchange information within the organization’s internal software systems and external partner software systems.

SAP XI is a middleware broker that mediates between different systems with different requirements of data formats, protocols and communication methods.

Let’s look into the main components of the SAP PI frame work.

1)      System  Landscape Directory

2)      Integration Repository

3)      Integration  Directory

4)      Run Time Work Bench

Using transaction SXMB_IFR, one can see the components as displayed below

System Landscape Directory: - In the System Landscape Directory, we register the metadata about the systems that will be integrated into the landscape. We create business systems, technical, systems, software components and products. Integration Repository uses the software components for developing mapping objects, message interfaces etc. Integration Repository uses business systems to configure the adapters and technical routing.

Integration Repository: – Using Integration Repository, we design the configuration of the interface.  During the design time, the user can use pre-defined interface objects or can define user interface objects.

The main interface objects are:

1)       Data Types

2)      Message Types

3)      Message Interfaces

4)      Message Mappings

5)      Interface Mappings

6)      External Definitions

Data Types: - Data types are the basic unit of the defining structure of the data for a message type and of the message to be exchanged. To create a message type, we use the defined data type. Data types are an XML Schema Definitions (XSD). There are different types of data types such as simple, complex, and built in.  Below is an example of a data type.

Message Types: - A message type consists of a data type that describes the structure of a message. It contains exactly one data type that determines the content of message to be transferred. One message type can be used in more than one message interface.

Message Interface: - Message interfaces are three types – Outbound Interface, Inbound Interface and Abstract Interface.  Outbound Interfaces are used to communicate with XI, which receives messages from senders. XI, in turn, uses Inbound Interfaces to route the messages to receivers. The Abstract Interfaces are used for communication between integration server and ccBPM. Further interfaces can be classified as Asynchronous and Synchronous depending on the message flow.

Message Mappings: - Message mapping refers to a mapping of messages that are to be transferred between the integrating systems. SAP PI functionality supports four kinds of mapping Graphical Mapping, ABAP Mapping, Java Mapping and XSLT Mapping. We will discuss extensively about these mappings in later blogs. Below is an example of Message Mapping.

Interface Mapping: - Here we map the message Interfaces. An interface mapping looks as follows:

External definitions: - If our integration scenario contains external objects, such as third party web services, then we import WSDL file under external definitions.

Integration Directory:- Integration Directory is a configuration tool that helps to configure the routing rules for the business scenarios created in Integration Repository. The ID binds the technical routing information to the interfaces via the communication channels. Communication channels contain the adapters which do the job of translating incoming message to XML and vice versa.

The main components of the ID are:

1)      Integration Scenario

2)      Business Systems/Services

3)      Communication Channels

4)      Receiver Determination

5)      Interface Determination

6)      Sender Agreement

7)      Receiver Agreement

Integration Scenario: - Here we model the integration scenario and process flow from sender system to the receiver system in the project landscape.

Business System/Service: - Business systems/Services are logical senders or receivers that exchange messages and that are entered in the System Landscape Directory. The business systems in the System Landscape Directory relate to a system landscape.  A business system is a way of specifying a communication component in the Integration Directory more precisely (business system component). Under the business system, we define the sender and receiver communication channels.

Communication Channels: - We define the rules for handling messages during inbound or outbound processing. A communication channel defines the type and configuration of the adapter used during inbound or outbound processing. Communication channels are defined under business systems/services. There are two types of communication channels Sender Communication Channel (contains the configuration data for a sender adapter) and Receiver Communication Channel (contains the configuration data for a receiver adapter). Configuration of communication channel looks as follows.

Adaptors: - Adapters connect the Integration Engine to SAP legacy systems, as well as to external systems. SAP PI supports many different adaptors such as IDOC, RFC, HTTP, Business Connector, File/FTP, JDBC, JSM, SOAP, MAIL, RNIF, CIDX and XI.

Receiver Determination: - Receiver Determination determines one or more receivers for a particular combination of sender and outbound interface. The picture shows a graphical view of Receiver Determination.

Interface Determination: - Interface Determination determines which interface should be used for inbound message processing.

Sender Agreement: - Sender Agreement defines a binding between the sender communication channel and the outbound interface.

Receiver Agreement:- The Receiver Agreement defines a binding between the receiver communication channel and the Inbound Interface.

Runtime Workbench: - The Runtime Workbench is a tool to monitor PI and all of its components, messages and process centrally. Runtime Workbench is a single web-based interface that unifies all monitoring tools that are available in SAP PI. The monitoring tools that are available in Runtime Workbench are:

1)      Message Monitoring

2)      Component Monitoring

3)      End-to-End monitoring

4)      Performance Monitoring

5)      Alert Configuration

Message Monitoring: - Message monitoring can be used to find and diagnose errors with specific XI messages. This is available only for Asynchronous messages.

Component Monitoring: - The Runtime Workbench gives you a view of the availability and status of all XI components, including adapter engines. We can monitor Integration Engine, Adaptor Engine, Integration Directory, Integration Repository and Runtime Workbench.

Performance Monitoring: - Performance Analysis Tool shows performance statistics for user-defined selection criteria.

Alerting: - Message alerting allows you to set conditions for triggering alerts. This allows for notification of the correct parties for specific classes of errors.

End-to-End Monitoring: - Using end-to-end monitoring, we can monitor message processing steps in a number of components. We can monitor the path of individual messages through these components, from start to end.

Conclusion: – Well now we have basic interdiction of SAP PI. We will discuss simple real time interface scenarios using different adaptors in future blogs.

Via T-Code: SE16

In efforts to make sure you are gathering just the set of infotypes you want deleted, use SE16 to manipulate the selection criteria until you see exactly the set of data you are expecting.  I would then export the results to Excel.  This export can be used for several reasons:

1) control number to compare against the RPUREOPN program results

2) a list of personnel numbers which are then used in the program filter

3) provide a saved dump of what data was deleted.

Examples:  I want to delete all IT0105/0010 that were added or edited between 1/3/12 and 1/6/12.

Deleting data:

Via T-Code: SE38

Program: RPUREOPN (press Execute to get to the selection screen)

Personnel numbers:   Using the export from SE16, use the list of personnel numbers to filter the records that will be integrated when the program runs.  If you have more than 10, press the “upload from clipboard” button.

Infotypes:  Enter the full four digits of the infotype you need deleted.  I recommend deleting one infotype at a time.  Example: Infotype 1 – Organizational Assignment is 0001

Infotype/subtype combination: Enter the string of infotype-subtype in this field.  For items with subtypes, include them in one string and include any leading zeros that are configured within SAP.  Example: IT0105 ST0010 is 01050010.  For items without subtype, enter the same four digits in the above field.

Date of reorganization: Enter the key date for your reorganization run in this field. The system reorganizes records which start and end before this date.  If you want to delete all records of an infotype, enter 12/31/9999 as the reorganization date.

Flag: Enter A = for test or D = for delete

Mode: Enter TEST = for test or DELE = for delete.  The Flag and Mode must be in the correct pairs A/TEST and D/DELE to execute properly.

Password: Enter your userid (assuming you are the person who logged in to the SAP session).

After pressing execute, the below screen displays the results.  As you can see, the program has found 4 records and we have to conclude these are the same 4 records that we expected.

After verifying the control number, press the back button  and change the Flag/Mode settings:

If ran in foreground, it will control your SAP session and most likely your entire computer.  So, depending on how long it took to get the results from the test run, you may want to execute the delete process in background.

When program is complete, you will see the only difference in the log is the flag/mode indications.

This is how to delete PA infotypes.  If you would like more information on deleting OM infotype, please see blog posted by Michelle Sey, http://aspireopenmic.com/2011/12/09/deleting-om-records-using-re_rhrhdl00/

’Twas the night before Go-Live, when all ’cross the floor
each expert was typing, like never before.
SAP HR installed by consultants with care
who configured the system with skill and great flare.

The clients were nestled all snug in their beds,
while thoughts of best practices danced in their heads.
Winnie, Brian, and Joe after strategic chit chat,
had just settled in for a well deserved nap.

When out on the server there arose such a clatter,
Joe sprang to his desk to see what was the matter.
Away to the Portal he flew like a flash,
tore through his password and saw such panache.

The code on the lines of the new written page,
the luster of Self Service on objects there staged
when, what to his wondering eyes should appear
but a perfect SAP HR system his clients will cheer.

That much belov’d program had shown him the key
And he knew in that moment, it was SAP.
With years of experience, his experts they came
turning clients to Friends and not just in name.

Now PA, Now TM
Now Payroll, Now Org
On E-Rec, on PM
On Benefits and more
To the top of the IMG!
To the end the call!
Now configure away! Configure away!
Configure away all!

As realization before the final testings they fly
and meet with no obstacle, on up to the sky!
On up toward the Go-Live, these experts they flew
with their screens full of names, and maybe yours too!

And then, first a whisper, he heard from his troop
the shouting and cheering of each specialized group.
He drew close his people, then turning around
down the hallway, Joe with crew came with a bound.

He was dressed in burnt orange, from his head to his feet
while updating his Facebook and Yammer and Tweet
a bundle of AspireHR software he had flung in a sack,
and he looked like a soldier just home from Iraq.

His clients – how they cheered! Their laughter, how merry!
Their project on budget, the result a cherry.
The work of the experts all sealed up with a bow
the page of complaints as bare as the snow.

“What a great gang you are!” said Joe with a cheer,
“This project is perfect, you have truly no peer.”
He had a glad face and a heart full of joy,
not one was prouder than that Missouri boy.

Those folks at Aspire have clearly earned praise,
Without their hard work you’d go back to old ways
of manual systems, printing forms again and again,
such duplicate data is surely a sin.

“HR is vital to a healthy business
to ignore the problem will make you remiss.
With experts like mine, there is no confusion
good software, good people – the crowning solution!”

He sprang from his desk, as his team blew a whistle,
And away Joe H flew, like a ground-to-air missile
But we heard him exclaim, as he drove out of sight,
“Happy Go-Live to all! And to all a good night!”