ARIBA IMPLEMENTATION AT MED-X MANAGING EARNED VALUE PDF
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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As a result, many project managers utilize the Earned Value Method as a tool to keep their projects on track. How about make it original?
As you can see in table 1the technical infrastructure component of the project is underperforming compared to the software customization.
Ariba Implementation at MED X: Managing Earned Value Paper
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.
Sorry, but downloading is forbidden on this aribs. 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. Critical success factors for the project include a plan for organizational change effectiveness, quick resolution for business mde-x affecting policy and establishment of clearly defined project objectives.
Managing Earned Value Paper. If you need this or any other sample, we can send it to you via email.
Martin, the project manager for this project is an expert in technical development, with very little experience in Earned Value Method. The main idea and strategy is using Earned Value Management Method to solve problem stated in the case. 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.
Since both activities are equally impleementation the project success, a delay in either one will delay the entire project. 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. Managing Earned Value,” PaperAp.
Earned Value Management is a project management technique for measuring project performance and progress.
Ariba Case Study by Vivi Ye on Prezi
MS Excel is the main software we used in this analysis, and all the information came from the case. 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 project completion at the time was The project is actually delayed by 9 days at the current time.
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. 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 the due date.
The cost variance and schedule variance are both positive, C.
The implementation will also allow tracking of purchasing behavior and retrieval of historical information and help MED-X realize agiba significant return on investment. For instance, he could have put more resources on the underperforming components right as soon as the initial problems appeared.
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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. The cost variance C.
Never earhed 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 project plan involves rolling out Arabia Buyer 7.
It is end of September and CIO has been told that the project cannot be finished on time. 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.
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.