The document discusses using earned value analysis to examine why a project was delayed and over budget. It finds that the technical infrastructure plan took 9 days longer than scheduled, while software customization finished 13 days earlier. It suggests finding the causes of delays in technical infrastructure and improving process efficiency by sharing information and resources. Adding extra team members may not speed things up without changing how the team works, so delaying the project may be preferable to additions.

1. ATMED-X
ARIBAIMPLEMENTATION
PROJECTMANAGEMENT

2. OBJECTIVE
Examine the business processes and deduce the reason for
project delay and increase in costs using Earned Value
Analysis
PROBLEM
Company was facing losses due to delay in project
completion and increase in costs

3. SOFTWARECUSTOMIZATION

4. SOFTWARECUSTOMIZATION

5. VARIANCE

6. DELAY
TECHNICAL INFRASTRUCTURE PLAN TAKES APPROXIMATELY 9 DAYS MORE THAN
SCHEDULED TIME
SOFTWARE CUSTOMIZATION WILL BE COMPLETED 13 DAYS EARLIER THAN
SCHEDULED TIME

7. THINGS
TO
IMPROVE
SUGGESTIONS
According the EVA analysis, Martin must find out the causes of delay
in the Technical Infrastructure process
combined earned value analysis gives the false impression that the
project will be completed on time. Instead, the project duration will be
determined by the length of the technical infrastructure.
The addition of extra team members to the Technical Infrastructure
project may not speed up the process because it may alter the way
the team works.
If possible, it is advisable to delay the project rather than add new
personnel.
Need for extra servers as servers once used for installation cannot be
used again for any other purpose due to frequent server reboots
Sharing information and resources to improve process efficiency.
Before adding new staff or moving them between departments,
analysing technical competency and training is crucial.

8. THANKYOU
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