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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Ariba Implementation at MED X: Managing Earned Value Paper
Five extra full time workers will be needed in order to complete the project on time. What should Martin do going forward?
Managing Earned Value,” PaperAp. 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 implementation will also allow tracking of purchasing behavior and retrieval of historical information and help MED-X realize a significant return on investment.
If you need this or any other eaarned, we can send it to you via email. 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.
The key tasks are to review the budget and earned value data for each task and figure what can be valye to finish the project on time.
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.
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According to table 3, the calculated cost variance C. This is confirmed by the fact that the calculated cost performance index and schedule performance index are above 1 Table 2: How to cite this page Choose cite format: Never found anything wrong with the 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.
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Leave your email and we will send you an example after 24 hours As you can see in table 1the technical infrastructure component of the project is underperforming compared to the software customization. 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 Jose.
Otherwise, to meet the completion date, Martin can ask for more resources. 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. The cost variance and schedule variance are both positive, C.
As a result, many project managers utilize the Earned Value Method as a tool to keep their projects on track. For instance, he could have put more resources on the underperforming components right as soon as the initial problems appeared.
MS Excel is the main software we used in this analysis, and all the information came from the case.
Background All discussions about this analysis are based on a case from Kellogg School of Management: Managing Earned Value Paper. The cost variance C. 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. Statement Of the Problem When managing a project, one might easily focus on the whole process and ignore important details necessary for project completion.
It is end of September and CIO has been told that the project cannot be finished on time.
The project is actually delayed by 9 days at the current time. Sorry, but copying text is forbidden on this website.
Since both activities are equally critical the project success, a delay in either one will delay the entire project. Any unexpected delay in critical activities can harm the planned schedule and cause delays of certain tasks and even the entire project. Martin, the project manager for this project is an expert in technical development, with very little experience in Earned Value Method.
The Technical Infrastructure plan is over budget and behind schedule. 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 project objectives.
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. The project plan involves rolling out Arabia Buyer 7. Earned Value Management is a project management technique for measuring project performance and progress. 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.
Managing Earned Value specifically for you. The project completion at the time was For instance, our team assumes that 4. Those conclusion re supported by the Schedule Performance Index SIP and Cost Performance Index Cup value being above 1; confirming that the project should be delivered on time or even before implementtaion due date. Result In order to understand why the project could implemeentation be delivered on time, we did an earned value management exercise as shown in the tables below.
We measure the project performance not only as a whole, but also by performance of its components.
Ariba Implementation at MED X: Managing Earned Value – Research Paper Example :
First We decided to focus on the technical infrastructure and software customization components of the project because they were on the critical path. Earned value analysis for combined projects After the analysis of the two activities both separate and together, we determined that it will take an extra 9 days to complete the project as calculated in the table 4 below. The main idea and strategy is using Earned Value Management Method to solve problem stated in the aeiba.
Our team suggests that he ask for an extension or arkba the project scope with the CIO to determine whether there can be some compromises as a remedy.