These spreadsheet exhibits relate to the case Ariba Implementation at MED-X: Managing Earned Value,

Case #KEL224.
2006 by the Kellogg School of Management, Northwestern University. This case was prepared by Alex
Gershbeyn 03 and Derek Yung 03 in collaboration with Joseph F. Norton, PMP, Senior Fellow, Center
for Research on Technology and Innovation, Kellogg School of Management, and Principal, SOCHIN
Consulting Group, under the supervision of Professor Mark Jeffery. To order copies or request
permission to reproduce materials, call 800-545-7685 (or 617-783-7600 outside the United States or
Canada) or e-mail custserv@hbsp.harvard.edu. No part of this publication may be reproduced, stored in
a retrieval system, used in a spreadsheet, or transmitted in any form or by any meanselectronic,
mechanical, photocopying, recording, or otherwisewithout the permission of the Kellogg School of
Management.

Earned Value,

epared by Alex
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Exhibit 5
Technical Infrastructure Plan
Month
May
June
July
August
September
October

Dollar Amount
$120,000
$192,000
$192,000
$192,000
$192,000
$60,000

Software Customization Plan

Month
May
June
July
August
September
October

Dollar Amount
$120,000
$192,000
$192,000
$192,000
$192,000
$60,000

Exhibit 6
Technical Infrastructure Actual Cash Burn
Month
May
June
July
August
September

Dollar Amount
$120,000
$215,000
$192,000
$216,500
$170,000

Software Customization Actual Cash Burn

Month
May
June
July
August
September

Dollar Amount
$119,000
$187,000
$165,000
$189,000
$186,000

Exhibit 7
Technical Infrastructure Actual Performance
Month
May
June
July
August
September

Dollar Amount
$120,000
$170,000
$173,000
$190,000
$185,000

Software Customization Actual Performance

Month
May
June
July
August
September

Dollar Amount
$133,250
$197,000
$220,000
$215,000
$240,000

Software Customization

May

June

Monthly Plan

Monthly Status

Plan
Actual Burn
Actual Perform

BCWS
ACWP
BCWP

$120,000
$119,000
$133,250

$192,000
$187,000
$197,000

Rolling Status

Plan
Actual Burn
Actual Perform

BCWS
ACWP
BCWP

$120,000
$119,000
$133,250

$312,000
$306,000
$330,250

Rolling Ratios

Schedule Impact

SV = BCWP BCWS
SPI = BCWP / BCWS

$13,250
111.04%

$18,250
105.85%

Cost Impact

CV = BCWP ACWP
CPI = BCWP / ACWP

$14,250
111.97%

$24,250
107.92%

Control Ratio

CR = SPI CPI

1.24

1.14

Monthly Status

Plan
Actual Burn
Actual Perform

BCWS
ACWP
BCWP

$120,000
$120,000
$120,000

$192,000
$215,000
$170,000

Rolling Status

Plan
Actual Burn
Actual Perform

BCWS
ACWP
BCWP

$120,000
$120,000
$120,000

$312,000
$335,000
$290,000

Rolling Ratios

Schedule Impact

SV = BCWP BCWS
SPI = BCWP / BCWS

$0
100.00%

-$22,000
92.95%

Cost Impact

CV = BCWP ACWP
CPI = BCWP / ACWP

$0
100.00%

-$45,000
86.57%

Control Ratio

CR = SPI CPI

1.00

0.80

Technical Infrastructure

Combined Projects
Monthly Status

Plan
Actual Burn
Actual Perform

BCWS
ACWP
BCWP

$240,000
$239,000
$253,250

$384,000
$402,000
$367,000

Rolling Status

Plan
Actual Burn
Actual Perform

BCWS
ACWP
BCWP

$240,000
$239,000
$253,250

$624,000
$641,000
$620,250

Rolling Ratios

Schedule Impact

SV = BCWP BCWS
SPI = BCWP / BCWS

$13,250
105.52%

-$3,750
99.40%

Cost Impact

CV = BCWP ACWP
CPI = BCWP / ACWP

$14,250
105.96%

-$20,750
96.76%

Control Ratio

CR = SPI CPI

1.12

0.96

BCWS = Budgeted Cost of Work Scheduled

BCWP = Budgeted Cost of Work Performed
ACWP = Actual Cost of Work Performed
BAC = Budget at Completion
EAC = Estimate at Completion

July

Aug

Sep

Oct

$192,000
$165,000
$220,000

$192,000
$189,000
$215,000

$192,000
$186,000
$240,000

$60,000

$504,000
$471,000
$550,250

$696,000
$660,000
$765,250

$888,000
$846,000
$1,005,250

$948,000
$846,000
$1,005,250

$46,250
109.18%

$69,250
109.95%

$117,250
113.20%

$57,250
106.04%

$79,250
116.83%

$105,250
115.95%

$159,250
118.82%

$159,250
118.82%

1.28

1.27

1.35

1.26

$192,000
$192,000
$173,000

$192,000
$216,500
$190,000

$192,000
$170,000
$185,000

$60,000

$504,000
$527,000
$463,000

$696,000
$743,500
$653,000

$888,000
$913,500
$838,000

$948,000
$913,500
$838,000

-$41,000
91.87%

-$43,000
93.82%

-$50,000
94.37%

-$110,000
88.40%

-$64,000
87.86%

-$90,500
87.83%

-$75,500
91.74%

-$75,500
91.74%

0.81

0.82

0.87

0.81

software customization
BAC
EAC

technical infrastructure
BAC
EAC

total project
variance

delays

194.97852

$384,000
$357,000
$393,000

$384,000
$405,500
$405,000

$384,000
$356,000
$425,000

$120,000
$0
$0

$1,008,000
$998,000
$1,013,250

$1,392,000
$1,403,500
$1,418,250

$1,776,000
$1,759,500
$1,843,250

$1,896,000
$1,759,500
$1,843,250

$5,250
100.52%

$26,250
101.89%

$67,250
103.79%

-$52,750
97.22%

$15,250
101.53%

$14,750
101.05%

$83,750
104.76%

$83,750
104.76%

1.02

1.03

1.09

1.02

189.265699

$948,000
$797,819.45
$150,180.55

$
948,000
$ 1,033,410.50
$
(85,410.50)

$1,831,229.95
$64,770.05

10.98 days

$1,896,000

5.27 days