OPIM 5894 ADVANCED PROJECT MANAGEMENT ARIBA IMPLEMENTATION IN MED-X CASE TEAM 1
ARIBA IMPLEMENTATION IN MED-X case Which of the two components (software, technical) are underperforming according to the plan? How do you know this? (Draw graphs, as necessary to make your point) - Technical component is underperforming. See graphs. Are the components of the project within budget? How do you know? - Software component is within budget. - Technical component is not within budget. Prof. Suresh Nair, University of Connecticut
ARIBA IMPLEMENTATION IN MED-X case Prof. Suresh Nair, University of Connecticut
ARIBA IMPLEMENTATION IN MED-X case Prof. Suresh Nair, University of Connecticut
ARIBA IMPLEMENTATION IN MED-X case Prof. Suresh Nair, University of Connecticut
ARIBA IMPLEMENTATION IN MED-X case What can you conclude by looking at the combined earned value data for the project? - Combined earned value is not a good indication of the individual work streams status. Why did Terry Baker think that the project was going according to plan the entire time? - Gantt Chart did not show which component of the project was causing the delay. - Gantt Chart was not detailed enough and did not have enough sub- tasks. - Terry was not paying attention to how each individual tasks were progressing, but rather was looking from a higher level. - Overall project looked like it was on time (overperformance on technical side/underperformance on software side).
ARIBA IMPLEMENTATION IN MED-X case 7 How much longer will the project take? (it is September now) - One additional month beyond the estimated completion date (November). What should Martin have done earlier in the project timeline to prevent delays? - Earned Value Analysis. - Identify underperformed work stream. What should Martin do when managing future projects to prevent similar problems from developing? - Have a more granular work breakdown structure. - Implement earned value into early stages of the project. Prof. Suresh Nair, University of Connecticut
ARIBA IMPLEMENTATION IN MED-X case Prof. Suresh Nair, University of Connecticut