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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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. We’ll occasionally send you account related and promo emails.
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The cost variance and schedule variance are both positive, C. 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 managign in terms of its negative schedule variance SF and cost variance C.
To prevent this from happening Martin and his team should have implemented the following measures in the earlier phase Of the project: It is end of September and CIO has been told that the project cannot be finished 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.
The main idea and strategy is using Earned Value Management Method to solve problem stated in the case. The implementation will also allow tracking maaging purchasing behavior and retrieval of historical information and help MED-X realize a significant return on investment.
How to cite this page Choose cite format: 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.
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. 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. The cost variance C. Therefore, the statuses of the schedule and cost of technical infrastructure, software customization, and combined projects can be easily and clearly checked, respectively.
According to table 3, the calculated cost variance C. As a result, many project managers utilize the Earned Value Method as a tool to keep their projects on track.
If you need this or any other sample, we can send vxlue to you via email. 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 ewrned so far. Managing Earned Value Paper.
Ariba Implementation at MED X: Managing Earned Value – Research Paper Example :
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.
Managing Earned Value,” PaperAp.
For instance, he could have mabaging more resources on the underperforming components right as soon as the initial problems appeared. Sorry, but copying text is forbidden on this website. As you can see in table 1the technical infrastructure component of the project is underperforming compared to the software customization.
The project completion at the time was The project plan involves rolling out Arabia Buyer 7. Martin, the project manager for this project is an expert in technical development, with very little experience in Earned Value Method. Since both activities are equally critical the project success, a delay in either one will delay the entire project. When looking at the earned value analysis for the combined critical component earnwd the project, the project appears to be on track to be delivered on time.
Ariba Case Study by Vivi Ye on Prezi
For instance, our team assumes that 4. What should Martin do going forward?
Ariba Implementation at MED X: Managing Earned Value Paper
A separate earned value analysis of the individual plans showed us that the Software Customization plan is ahead of schedule and under budget and is, therefore, overshadowing the fact that the Technical Infrastructure Lana is not performing well and is delayed and over-budget.
Five extra full time workers will be needed in order to complete the project on time. This is confirmed med–x the fact that the calculated cost performance index and schedule performance index are above 1 Table 2: Background All discussions about this analysis are based on a case from Kellogg School of Management: 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.
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 Management is a project management technique for measuring project performance and progress.
In spite of knowing the standard implementatiin technology earned value analysis template, to figure out what was going wrong, Martin should have kept checking the ned-x 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. 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.