By using Ariba e-procurement platform, MED-X would reduce its spending and The project manager is lack of knowledge about earned value. Free Essay: Case Study II. ARIBA IMPLEMENTATION AT MED-X: MANAGING EARNED VALUE UNIVERSITY OF CONNECTICUT OPIM It is estimated that implementation of the Arabia e-procurement system will save the company $ million annually and also reduce spending streamline the.
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This is confirmed by the fact that the calculated cost performance index and schedule performance index are above 1 Table 2: In spite of knowing the standard implementation technology earned value analysis template, to figure out what was going wrong, Martin should have kept checking the individual earned value in detail so that he could monitor which components or activities had exactly influenced or delayed the project and had immediate reactions toward the problems.
To prevent this from happening Martin and his team should have implemented the following measures in the earlier phase Of the project: Managing Earned Value,” PaperAp. Most of the background knowledge comes from case itself while our solution is mainly based on the technologies of cost control which are introduced during lecture 4 by Professor Balue.
Extra time needed to complete the technical infrastructure part of the project Conclusions and recommendations In general, based on the combined rolling ratios, the MED-X implementation project was not out of control and was performing well on the whole.
If you contact us after hours, we’ll get back implementahion you in 24 hours or less. We calculated the percent completion for the technical infrastructure component of the project using the rolling earned value and estimated budget at completion for September 5 months.
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Ariba Case Study by Vivi Ye on Prezi
When looking at the earned value analysis for the combined critical component in the project, the project appears to be on track to be delivered on time. As you can see in table 1the technical infrastructure component of the project is underperforming compared to the software customization. Since both activities are equally critical the project success, a delay in either one will delay the entire project.
Earned value activity for the software customization component of the project After doing the analysis for the separate components mer-x the reject, we decided to do the earned value exercise for the combined components table 3 in order to understand the surprise reaction of the CIO Terry Baker when she discovered that the project could not be delivered on time.
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How to cite this page Choose cite format: Leave your email and we will send you an example after 24 hours It is end of September and CIO has been told that the project cannot be finished on time.
Managing Earned Value Paper. Result In order to understand why the project could not be delivered on time, we did an earned value management exercise as shown in the tables below. Therefore, the statuses of the schedule and cost of technical infrastructure, software customization, and combined projects can be easily and clearly checked, respectively.
Otherwise, to meet the completion date, Martin can ask for more resources. According to table 3, the calculated cost variance C. The key tasks are to review the budget and earned value data for each task and figure what can be done to finish the project on time.
Ariba Implementation at MED X: Managing Earned Value – Research Paper Example :
Critical success factors for the project include a plan for organizational change effectiveness, quick resolution for business decisions affecting policy and establishment of clearly defined vwlue objectives. Moreover, the control ratio CRY less than one also implies the underperforming of technical infrastructure component in the project. The project manager does not understand why the project is delayed given that the overall project progress shows that the project is on schedule and under budget so far.
Those conclusion re supported by the Schedule Performance Implemebtation SIP and Cost Performance Index Cup value being above 1; confirming that the project should be delivered on time or even before aroba due date.
Accessed December 30, MS Excel is the main software we used in this analysis, and all the information came from the case.
Ariba Implementation at MED X: Managing Earned Value Paper
The main idea and strategy is using Earned Value Management Method to solve problem stated in the case. We measure the project performance not only as a whole, but also by performance of its components. However, when our team examined the components in details, we found that the technical infrastructure setup was the main reason that undistributed to delaying and over-budgeting in terms of its negative schedule variance SF and cost variance C.
Five extra full time workers will be needed in order to complete the project on time. Statement Of the Problem When managing a project, one might easily focus on the whole process and ignore important details necessary for project completion. Earned Value Management is a project management technique for measuring project performance and progress. Managing Earned Value specifically for you.
The Technical Infrastructure plan is over budget and behind schedule. Earned value activity for the technical infrastructure component of the project On the other hand, when looking at table 2, we realize that the software customization component of the project is well ahead of schedule and under budget.
For instance, our team assumes that 4. The project is actually delayed by 9 days at the current time. Our team suggests that he ask for an extension or discuss the project scope with the CIO to determine whether there can be some compromises as a remedy. By determining if cost ACschedule UPand work accomplished EVE are progressing as planned, we created an integrated performance report which uses consistent, numerical indicators like C.
The inplementation completion at the time was According to the overall results, it was still under budget and ahead of schedule. The cost variance C. Never found anything wrong with esrned project while reviewing the budget variance and combined earned value reports; hence her surprise when she was informed that the project will not be delivered on time. What should Martin do going forward?
Our purpose is to help Martin find out which components are underperforming according to the plan, and make recommendations to avoid the same mistake from happening again. The project plan involves rolling out Arabia Buyer 7. The method we adopt is FEM.