Abstract
Many components in a software house company can be used in controlling and measuring its information technology projects. The financial component is not only the numbers that tells how a company generates its profits. It also can tell how a project performance related to its scope, cost, schedule, and quality. For example, many information technology projects’ budget increases as more work time needed to complete the planned schedule due to problems occurred whilst project execution. These correlations between cost, schedule and the execution performance can be measured from a project financial component using a method called as Earned Value Analysis. The purpose of the research is to help PT. Aprisma Indonesia to properly and comprehensively analyze the Global Cash Management financial performance and find the most feasible recommendation to improve the projects performance in the future. The result of the research is to measures on how the Global Cash Management project performed according to the time and budget plan at PT. Aprisma Indonesia. Hopefully by knowing the components that influencing the Global Cash Management project cost and understand how to measure them, PT. Aprisma Indonesia would be able to quickly execute management strategies to address specific project problems.
Highlights
In a Standish Group study of software projects in both the public and private sectors, nearly 90% of the studied projects failed due to cost and time overruns
In 2003, with sample of 13,522 Information Technology projects, project success rates have increased by one third or 34% of all projects, showing failures have declined to 15% of all projects, more than half the 31% in 1994 and for the remaining 51% still suffering from cost, time and scope overruns
That's why it is very important to practice specific management principles and steps are put in practice that usually known as Project Management
Summary
In a Standish Group study of software projects in both the public and private sectors, nearly 90% of the studied projects failed due to cost and time overruns. One third of the small, medium, and large companies studied experienced cost overruns of 150-200%, with project costs coming in with an average overrun of 189% of the original cost estimate. Over one third of all the companies in the study reported time overruns of 200-300%, with the average overrun being 222% of the original time estimate (Chaos 1995). In 2003, with sample of 13,522 Information Technology projects, project success rates have increased by one third or 34% of all projects, showing failures have declined to 15% of all projects, more than half the 31% in 1994 and for the remaining 51% still suffering from cost, time and scope overruns. That's why it is very important to practice specific management principles and steps are put in practice that usually known as Project Management
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