Ariba - INTRODUCHDN Christopher Martin from implementation...

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Unformatted text preview: INTRODUCHDN Christopher Martin from implementation Technologies has consulted our team to provide an in depth analysis oi” the problems that he has encountered with the ratios implementation at MEDFX. Through an earned value analysis of the past a months. our team has identified the source of these problems and has proposed a series of changes and recommendations to alleviate these problems. PROBLEMS lEl'ur team has found that the following high level issues contributed to the projects problems: 1. Christopher has limited experience managing projects with multiple critical paths. 2. There was a lack of proper reporting and data analysis throughout the project. Problems could have have been identified earlier with periodic Earn etl Value Analysis on l'l'lE critical project components. 3. There was a lack of communication between major project stakeholders {MED-X, lmlrlernL'niatiun Technologies, i-ITlll Fir-LEM}. 4. Lack ofa consistent proiect team as a partrtime team members front MED-Pi had been repeatedly taker- ofithe project. 5. A risk register or assessment was never done on possible project set hacks. TEAM EARNED VALUE ANALYSIS The Earned Value Analysis {EVA} our team conducted focused on three major indicators: 1. Schedule Performance Indicator {SP1} 1. Cost Performance Indicator {CPI} l. lDost 1|v'arit-tnce [CV] We studied both the combined and individual analysis of the two critical path components of the project, which were the Technical Infrastructure and the Software Customization. The following slides show this analysis. PERFORMANCE ANALYSIS The Technical Infrastructure Plan is under performing according to an analysis ol'both the CPI and SP1. The SP] is an index that shows honr efficient the project team is utilizing the time that has been planned for the project. An SPI value below 100% indicates that the project is behind schedule. The CPI is an index that shows how efficient the project team is utilizing the projects resources. A CPI value below lflflifi indicates that the cost to complete 1J1e project is higher than planned. As 1jrou can see From the graphs on the next slider there has been an overall negative trend in both CPI and SP[ over the past 6 months for the Technical lnFrasrrucrnre eo-rnponen t, 1fill'hile there has been a positive trend for the Software Customization component. Technical Infrastructure Performance Indicators June Jul ',-' Aug 5-2 p *SPt =80."pr BCWS +CF'I = ECWP .-" ACWF“ Software Customization Performance Indicators lECHJD’J: 115.00% 110.00% lflSflWu 100.0G‘5‘o lune Jul~,- Aug Sep -0— SPI = BEE-"5P .-' BC'v'r'S + l1'.F"| = BCWF‘ ACRE"? BUDGETANALYSIS a Cost ‘u’arlanee {CW analysis, indicated how much over or under budget the project was. The CV analysis indicated that the Software CllElDl'fliZElllClfl Plan is under budget and the Technical Infrastructure Plan is over budget. its you can see front the graph on the neat slide. it shows the CV of the two critical plans along with one that combines the two. You can easilj,r see the negative cost 1aariance with the Technical Infrastructure Plan and the positive cost variance with the Software Customization Plan. Cost Variance Analysis $2eeono siseose 51 00.0% 550.0 Ell} $1} anew JElflflgflflfl -——--~u-—u-—u--—u—m---u_-_--~m-uu_. -5-lfifl.flflfl +Software Cusomization [C‘u'] +Te chnit al Infrastmcture {Cw +Combined {C'u'j COMBINED EARNED VALUE ANALYSIS The combined Earned 1IiI'alue Analysis was not useful in determining and imiating the root cause. tif'tl'le [mijeurii problems. The graph on the foliowing slide shows the combined EVA analysis. Besides fur the month ot‘June, tI'H-_1 graph indicate that the Fruit-pct is: ahead {If schedule with a schedule 1.rariance [51"] ode 12 50 and urid er budget with a coat variance [CV] oi'EHS,?5U. From the surfaceJ the combined EVA analysis looks like the project is ahead ofsclieduie and under budget. However 1.iirhen a project goes through two or more critical paths, a combined ILVA analysis: can ht: misleading. Being ahead oi'scheduie and under budget on one critical path. can not make up for being behind schedule and over budget on anomer critical path. we have seen in the previous slides that the Technical lrifi'astmcture Plan is behind schedule and over budget. However, it would be impossible to draw Ll1is L'uriclusinn if you relied stilely 1:11 the combined EVA analysis: res-culls. Combined Schedule-{Cost Variance manna -— —--—————-——— ——————— — —————-—-————— Sflflrfl DO 56 EU] DU 54 MI DU $20.11 on so +5'IJ' = BCWF‘ - ECWS -I- C'Iu" = BEWP - ACWF‘ sasrsa $67!, 25D EARLY PROJECT MISTAKES Our team unrm'ered a. fewrrlirrlltes that {Thristnplierhad made earl-1r in the prtsie-rtitliej' are lined lat-less. l. Merlin should have performed an iltdlwlual Earned 1it"alne Analysts lE‘v'hl on each of the critical plans. on the Fruit-:1 every rnontlt. II' this: Was dune Christopher eoukl have quidtly Identified which plan was behind idiedule and over budget. 1 uh soon 3:. Litre Fenian. begin In EIPEILEDEE delays. “will as Il'to Sun yen-let: cquilament being delivered late and the system testing being scheduled latel‘lhrisroplter should have performed an Earned Velm- firlal'rnsr and developed an: let'io‘n plan to reset tlwpmpt‘et inst-1: on whtdflle and within budget. .1. Lastly..filirislupher should haw: develop-ed a dear Lfll‘l‘ll‘l'l'lll'll'li-il'llJI'L-h plan that retrieme and analyser] the cur-rect are! ul' charts. an that Its}- stakeholders could address nuiur pmfccl'. problems. 4. Ftnieot Milestones were not established. These milestones 1nrolsld have monitored Ire].- proiect aspects and alerted the proiect team if theywe're hehlrtd schedule. 5. Christopher should have requested a full tlme [rt-oped team member I'rorn MED-K to eliminate any furdte-r delays to the proiett schedule. 6. Jr. risk amount was not done on the major components nl'the projecr.Therel'ore J. proper action plan to handle these project rilhln was never established. SOLUTIONS AND RECOMMENDATIONS A Project Manager has four main ways to adiust the proiect schedule. However, ead't choice has its trade—offs. 1. Add Resources — increase the cost. 2. Change Resources — Increase the cost and Lime. .3. Cut Scope — Decrease quality. 4. Fast Tra citing {Do work in parallel} — Increase risk . At this tune. the project deadline is one month away. Since the project has a strict set ofdeliverahle. cutting the scope is not an option. 1iWhile adding resources tna].r speed up the completion time of certain tasks, Fast tracking will be Christopher's best shot: at completing the project on time. The following chart depicts the proposed schedule change that our team recommends. it involves adding resources to the Evolve stage and fast tracking it to work in conjunction with the Deploy.r stage. Current Project Schecl ole Ma June Proposed Project Schedule h'la June Mun illsl "sources In Efimplflll quiclmr Start Evolve star-.1 in conjunction “pm! with [hollowI stage. — _. ENE 4“ It is important to note that this recommendation has some inherit risks associated with it. Fast tracking the Evolve stage to work in conjunction with the Deploy stage will limit the amount of time that the team has to make changes to the system. Any major problems that are encountered while the project is being Deployed will ultimately dela}I the Evolving stage. CONCLUSION The goal ot'this project was to implement the Ariba software at MEDaX. Since this project ran through two critical paths, the Success oi'the project relied on the successful completion ol'both those components. Uur analysis of this project has revealed the importance of properly monitoring and controlling the project. Clear communication plansj risk assessments] and contingency plans needed to he prepared and ready for implementation. Also, project milestones and proper reporting metrics needed to he established to act as guidelines for managing the projects schedule and costs. HDpefiJll‘j." the recommendations our team proposed will result in the completion oi‘the project on schedule. We hope that our analysis can serve as a tool and template for future implementation projects. ...
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