Kellogg School of Management, and was looking forward to a big raise when this project was He was just completing his MBA in the manager’s program at the Martin was very bright, had a great deal of technical development experience, and knewĪriba functionality well. Troublesome events early in the project, but had not been comfortable reporting them to his client. Problems figuring out what was delaying the project. Martin’s first time managing a full-life-cycle e-procurement implementation and he was having Manager for the $2 million Ariba e-procurement implementation at MED-X Inc. Project manager had very few answers for her.Ĭhristopher Martin, a consultant from Implementation Technologies, was the project TheĮ-procurement implementation she had been sponsoring was not going according to plan and the Terry Baker, CIO of MED-X Inc., a Fortune 500 pharmaceutical company, was furious. To explain this to the steering committee? I want to know what went wrong with the This entire time I have been reviewing the budget varianceĪnd combined earned value reports and everything appeared to be fine. Know what this means? Don’t you understand what the implications are? I don’t Chris, what do you mean, we can’t deploy the system on time? It’s a month before theĮnd of the project and now you’re telling me that we may not deploy on time! Do you
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