Ivey Publishing
eRecon Software Development at Hospital Corporation of America
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11 pages (8 pages of text)
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Case (Field)
On July 28, 2014, the eRecon technical team at Physician Services Group in Hospital Corporation of America, gathered in the main conference room just as it did every Monday morning. The goal of the meeting was to review the project plan and update task completion for the team's two-year undertaking — a six-phase, in-house development of a custom, web-based accounting software called eRecon. As the team members worked through each task and updated the percentage that they had completed to date, they grew increasingly concerned about obtaining the critical source data that they required from the human resources department. They were approaching their deadline, and it was unclear what the consequences would be if they did not obtain the data on time, and what impact the delay would have on the completion deadline of December 8, 2014, for the next phase. With 125 end users patiently waiting on eRecon’s completion, could the technical team ensure the success of the project?
Learning Objective:
This case was designed for use in an undergraduate or MBA operations management course or in an introductory project management course. After completion of the case, students should be able to:
  • Understand key project management concepts.
  • Analyze the basic skills that are needed for planning a project including precedence relationships, critical paths, due dates, uncertainty, and crashing.
  • Use Microsoft Project or other project management software.
  • Discuss managerial issues related to project management.
Operations Management
Health Care Services
United States, Large, 2014
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$3.75 CAD / $3.75 USD Digital Download
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