EDS
Risk identification and management
In regards to the overall risk identification and management of the system, complications were very profound. As is often the case with government contracts, there seemed to be juxtaposition between EDS' metrics of success and that of the Navy/Marine Corp. EDS by virtue of being awarded the largest outsourcing contract in history would be under intense scrutiny from both the management and risk identification perspective. EDS however was unaware of many of the nuances that are embedded within the Navy and Marie Corp systems. Due in part to this ignorance completion of the project was delayed due to unclear methods of communication between the two parties (Venton, 2003). This created a large risk in regards to both security and risk management. For instance, Navy deployments are kept relative secret in many instances. On one occasion, a ship was unable to deploy due to the lack of integration with the EDS network. Both the management of the EDS project and the management of the ship were not communicating properly. The nature of the military however is not to divulge too much information to civilians for security reasons. As such, complications arise that ultimately will postpone the implementation and integration of the EDS network infrastructure (Kock, 2000). In addition, management of the EDS project did not consider the amount of disparate and often diverge applications within the system overall. In many instances, EDS needed to streamline nearly 40,000 different applications into one system. In this instance, management's lack of knowledge regarding naval systems postponed the implementation of the entire system. Management did not anticipate the complication and risks associated with streamlining so many different applications into one system. EDS could have lessened this propensity for inefficient behavior by communicating more intensely with senior Navy and Marine Corp personnel. In addition, more collaboration throughout the entire product cycle would have been more beneficial to both parties involved. Process improvements are of particular interest to the entire supply chain of the EDS network. Collaboration, communication, and symmetry across all channels of the supply chain can help increase the effectiveness of process improvements in regards to both management and security. In regards to security, a coordinated effort to reduce costs and increase productivity would be enhanced through process improvement. For instance, one common system used by all members of the supply chain allows for a reduction in both cycle times and overall cycle times (Harrington, 1997). Information sharing with both the Navy and Marine Corp through process improvements allows more individuals to collaborate and synchronize their efforts accordingly. Information sharing is critical in regards to efficiency as it's allows cross functional teams to collaborate with one common purpose. In this instance the purpose would have been to implement the system as quickly as possible without impeding on military actions and security. As such, process improvements can be extended to all areas of logistical planning with both EDS and the military. By extending process improvements to the entire supply chain, the logistical functions of all parties are enhanced (Lettice, 2000).
Scheduling
In regards to scheduling both EDS and the Marine Corp. had numerous problems. For one, as mentioned earlier, coordination between the two parties was difficult due to the nature of both parties' obligations. Scheduling delays were due in part to the lack of integration from legacy related applications and security related delays. Both the military and EDS attempted to avert these delays bypass required security certification. I believe this decision to install as many seats as possible by avoiding security clearance was a misguided one which ultimately hindered scheduling for both parties. The fully phased in roll out was designed to cover an estimated 411,000 desktops. The problem with averting security clearance is that applications that don't pass security evaluations or that don't run on Windows 2000 will be installed on kiosks that were not connected...
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