He had been aware of some potentially troublesome events early in the project, but had not been comfortable reporting them to his client. This was Martin’s first time managing a full-life-cycle e-procurement implementation and he was having problems figuring out what was delaying the project.
tC Christopher Martin, a consultant from Implementation Technologies, was the project manager for the $2 million Ariba e-procurement implementation at MED-X Inc. The e-procurement implementation she had been sponsoring was not going according to plan and the project manager had very few answers for her. How am I going to explain this to the steering committee? I want to know what went wrong with the project and how you are going to fix it! Terry Baker, CIO of MED-X Inc., a Fortune 500 pharmaceutical company, was furious. This entire time I have been reviewing the budget variance and combined earned value reports and everything appeared to be fine. NORTON Ariba Implementation at MED-X: Managing Earned Value op yo Chris, what do you mean, we can’t deploy the system on time? It’s a month before the end of the project and now you’re telling me that we may not deploy on time! Do you know what this means? Don’t you understand what the implications are? I don’t understand what went wrong. RP os t KEL224 MARK JEFFERY AND JOSEPH F.
0 kommentar(er)
