Ariba Buyer Solution

Benefit :
1.Encourage nationwide
compliance with
negogiated agreement 2.
max purchasing power of
Reduce the org
Maverick 3. reduce processing cost
spending, & cycle time
streamline 4.track purchasing
procuremen behaviour
t process and retreve historical
and info to allow non-
Technical Infrastrucure expedite purchasing employees to
and Software user focus on misson related
CPM Implmentation adoption responsibilities

To Analyze :
1. What went wrong
with the project?
2. How to fix it?

Cost: Give an
estimate of
the cost of
the project.
Time: Give an
estimate
regarding
how long the
project will
take.

Cause: Based
on your
analysis, give
an
explanation
as to why the
company’s
project is not
going
according to
plan. What is
wrong with
the project?
Support your
explanation
with evidence
from your
analysis.
Recommenda
tions: What
action(s) do
you
recommend
to address
the cause of
the problem?
Support your
recommendat
ions with
evidence
from your
analysis.

Application: H
ow do you
foresee using
earned value
metrics on
your own
projects
currently or
in the future?
Earned Value Analysis Template

Software Customization
Monthly Status May June July
Plan(BCWS) 120000 192000 192000
Actual Burn(ACWP) 119000 187000 165000
Actual Perform(BCWP) 133250 197000 220000

Rolling Status Plan(BCWS) 120000 312000 504000

Actual Burn(ACWP) 119000 306000 471000
Actual Perform(BCWP) 133250 330250 550250

Rolling Ratios Schedule Schedule Variance(SV) =

Impact BCWP- BCWS 13250 18250 46250

Schedule Performance
Index(SPI) =BCWP/BCWS 1.11041667 1.05849359 1.09176587
Cost Variance(CV)= BCWP-
Rolling Ratios Cost Impact ACWP 14250 24250 79250

Cost Performance
Index(CPI)= BCWP/ACWP 1.1197479 1.07924837 1.16825902
Rolling Ratios Control Ratio CR = SPI *CPI 1.24338673 1.14237748 1.27546533

Technical Infrastructure
Monthly Status May June July
Plan(BCWS) 120000 192000 192000
Actual Burn(ACWP) 120000 215000 192000
Actual Perform(BCWP) 120000 170000 173000

Rolling Status Plan(BCWS) 120000 312000 504000

Actual Burn(ACWP) 120000 335000 527000
Actual Perform(BCWP) 120000 290000 463000

Rolling Ratios Schedule Schedule Variance(SV) =

Impact BCWP- BCWS 0 -22000 -41000

Schedule Performance
Index(SPI) =BCWP/BCWS 1 0.92948718 0.91865079
Cost Variance(CV)= BCWP-
Rolling Ratios Cost Impact ACWP 0 -45000 -64000
 Cost Performance
Index(CPI)= BCWP/ACWP 1 0.86567164 0.87855787
Rolling Ratios Control Ratio CR = SPI *CPI 1 0.80463069 0.80708789

Combined Project
Monthly Status May June July
Plan(BCWS) 240000 384000 384000
Actual Burn(ACWP) 239000 402000 357000
Actual Perform(BCWP) 253250 367000 393000

Rolling Status Plan(BCWS) 240000 624000 1008000

Actual Burn(ACWP) 239000 641000 998000
Actual Perform(BCWP) 253250 620250 1013250

Rolling Ratios Schedule Schedule Variance(SV) =

Impact BCWP- BCWS 13250 -3750 5250

Schedule Performance
Index(SPI) =BCWP/BCWS 1.05520833 0.99399038 1.00520833
Cost Variance(CV)= BCWP-
Rolling Ratios Cost Impact ACWP 14250 -20750 15250

Cost Performance
Index(CPI)= BCWP/ACWP 1.05962343 0.96762871 1.01528056
Rolling Ratios Control Ratio CR = SPI *CPI 1.11812347 0.96181363 1.02056848
August Sep Oct
192000 192000 60000
189000 186000
215000 240000

696000 888000
660000 846000
765250 1005250

69250 117250

1.09949713 1.13203829

105250 159250

Case information :
1.1594697 1.18823877 1. Impementation Technologies was implementing Ariba produ
1.2748336 1.34513178 Implementation Technologies had estimated 6 months for

August Sep Oct

192000 192000 60000
216500 170000
190000 185000

696000 888000
743500 913500
653000 838000

-43000 -50000

0.93821839 0.94369369

-90500 -75500
0.87827841 0.91735085
0.82401696 0.86569821

August Sep Oct

384000 384000 120000
405500 356000
405000 425000

1392000 1776000
1403500 1759500
1418250 1843250

26250 67250

1.01885776 1.03786599

14750 83750

1.01050944 1.04759875
1.02956538 1.08726711
ies was implementing Ariba product for Med-X company.
s had estimated 6 months for