Ariba Implementation at MED-X: Managing Earned Value Case Solution
Introduction
MED-X Inc. is a global pharmaceutical company, headquartered in Houston, Texas, with 54 plants and more than 40,000 employees worldwide. It was founded by a genetic engineering scientist in1972, MED-X has been growing rapidly ever since 1985, MED-X's research and development team developed a successful drug to treat skin cancer.
Underperforming Component
The Ariba implementation is divided into various components. The main components are divided in two, which include:
- Software Customization
- Technical infrastructure setup.
By the analysis, it would be easy to identify which one of two components causes delay, and by examining the rolling ratios they show (a) scheduled impact, (b) cost impact and (c) control ratio.
By comparing both the components, the technical component is under performing because there is a big difference in the value which is shown in the graph below and the values that MED-X had received in the project timeline. As illustrated in the earned value analysis, the project was over-budgeted and behind schedule by the end of June; only two short months after the project had kicked off isolating the earned value analysis to investigate the software customization and technical infrastructure portions of the project individually. Moreover, it can easily be seen that the x technical infrastructure part of the project had caused the delay.
The Components of the project which are within budget or not?
The employees are working hard to carry on the project on time and within the budget. Moreover, the project advisor and project manager monitor the work plan, managing work relationship, project plan and assurance of quality.
The planning of this project was a critically successful and within budget, that can be determined by
- Organizational effective change,
- Improvement in decision making that affecting policies and
- Further concern of clearly defined project objective.
- Time and expense
Along with this, the project timeline shows that the plan was made in May and wasexecuted from June to October with successful outputs of control ratio in all 5 months.
| 1.00 | 1.31 | 2.12 | 2.99 | 4.00 | 12.81 |
Other successful factors include good know-how of business to business (B2B), which helps to undergo the project and also to determine the influential results..........
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