Lesson 2 of 5
Defining expected results for planning and execution
11 min
Listen to this lesson
"MRP ran successfully" and "order confirmed" are not expected results. They tell the tester nothing about whether the plan or the postings are right. An expected result is a fact you can calculate before the test from known inputs, then compare with what the system produced. This lesson writes those facts for Contoso's October cycle.
Planning: calculate the proposals first
Inputs for CMC-ALT-100 in plant 1710: planned independent requirements of 2,000 pc for October, stock of 300 pc, safety stock of 200 pc, fixed lot size of 500 pc. One rotor per alternator; rotor stock 600 pc; rotors are bought from Lakeside Components at a standard price of $40. MRP must cover requirements so that projected stock never drops below safety stock.
| Material | Calculation | Expected proposals |
|---|---|---|
| CMC-ALT-100 | 2,000 required − 300 stock + 200 safety stock = 1,900 net; fixed lot 500 | Four planned orders of 500 pc (2,000 pc); projected end stock 300 pc |
| CMC-RTR-200 | Dependent requirements 2,000 − 600 stock = 1,400 shortage | Purchase requisitions for 1,400 pc, dated by planned delivery time |
| Requisition value | 1,400 × $40 = $56,000 | Over the $10,000 threshold, so release is required before a PO |
Expected MRP results for the October cycle. Inputs are fictional test data agreed with the planner.
Write the expectations in quantities and dates, not "MRP creates orders". If MRP produces three planned orders, or orders of 1,900, either the master data or the configuration differs from what the planner believes. That is a finding even if nothing "failed". MRP Live in SAP S/4HANA creates purchase requisitions for externally procured material directly, so do not expect planned orders for rotors unless the material is planned with classic MRP; check this against your system's settings.
- Inputs fixedRequirements, stock, safety stock, lot size and lead times agreed and frozen in the test client
- Expected values calculatedQuantities, dates and proposal types written into the test case before the run
- Planning runMRP Live for plant 1710 with the agreed scope
- CompareStock/requirements list and material coverage apps against the expected table
- Explain every differenceMaster data, configuration or defect; nothing is waved through
Execution: statuses, movements and stock
Take the first planned order: 500 pc converted to a PP01 production order. For every step, write the status you expect, the goods movement and the stock or value change.
| Step | Expected status | Goods movement and stock | Evidence |
|---|---|---|---|
| Convert planned order | Production order created (CRTD); planned order gone | Rotor, stator, housing reservations for 500 each | Order number, component list, planned costs |
| Release | REL | None | Status history; availability check result |
| Goods issue | REL, goods movements posted | 500 of each component leave 171L (movement type 261) | Material documents; stock before and after |
| Confirmations | PCNF, then CNF | None; activity hours posted to the order | Confirmation numbers; yield and scrap per operation |
| Goods receipt | DLV | +500 CMC-ALT-100 (movement type 101), valued at $150 = $75,000 | Material document, journal entry, stock before and after |
Expected execution results for production order 1 (500 pc).
Costing: the number Dan will check
Contoso's standard cost of $150 per alternator breaks down as rotor $40, stator, housing, regulator and small parts $40, material overhead $8 (10%), assembly labor $26 (0.5 h of ASSYHR at $52), machine time $24 (0.25 h of MACHHR at $96) and production overhead $12 (24%). Planned costs for 500 pc are therefore $75,000. The test plan injects two realistic deviations: five rotors are damaged at ASSY-10 and replaced, and confirmations record 8 extra labor hours and 4 extra machine hours ($416 + $384 = $800). Actual costs become rotors 505 × $40 = $20,200, other components $20,000 and labor and machine $25,800. Costing sheet CMC001 applies overhead as a percentage of actual cost, so the extra rotors and hours carry theirs: material overhead 10% × $40,200 = $4,020 and production overhead 24% × $25,800 = $6,192, together $10,212. Total actual cost is $76,212. Goods receipt credits the order with 500 × $150 = $75,000, so the expected unfavorable variance is $1,212: $220 input quantity variance on rotors ($200 plus $20 material overhead) and $992 on activities ($800 plus $192 production overhead). This is the October test-cycle order (1000233 in lesson 3), not the controlling courses' order 1001200.
| Cost element | Planned (500 pc) | Actual | Expected variance |
|---|---|---|---|
| Rotor CMC-RTR-200 | $20,000 | $20,200 | $200 input quantity |
| Stator, housing and other parts | $20,000 | $20,000 | None |
| Labor and machine activities | $25,000 | $25,800 | $800 input quantity |
| Material overhead (10%) | $4,000 | $4,020 | $20 on the extra rotors |
| Production overhead (24%) | $6,000 | $6,192 | $192 on the extra hours |
| Credit from goods receipt | −$75,000 | −$75,000 | Total $1,212 unfavorable |
How the variance reaches the books depends on configuration. With classic period-end processing, which Contoso carried over from ECC, variances are calculated and the order is settled at period end. With event-based production accounting, SAP describes WIP and variances being posted automatically when the order reaches status DLV. Either way, write the expected variance and its category before the test, and name the account it should reach after settlement.
What would you do?
The test case for PTP-01 says: "Expected: MRP creates planned orders for CMC-ALT-100." The run creates one planned order of 2,000 pc. What should Priya do?
- Calculate planning proposals from frozen inputs before the run: quantities, dates, proposal types.
- For execution, expect statuses, movement types, stock and values, with evidence for each.
- Write the expected variance by category and the account it settles to.
- Status labels and screenshots are not results; documents and values are.
Check your understanding · not graded
Lesson check
1. With 2,000 pc required, 300 in stock, 200 safety stock and a fixed lot of 500, how many planned orders are expected?
2. Why is release expected for the rotor purchase requisitions in the October cycle?
3. Actual costs are $76,212 and the goods receipt credits $75,000. What is the expected result?
4. Which evidence best proves the goods receipt step?