Research Process

Based off the information provided in most of the articles, the NMCI project risk identification and management was not carefully viewed from a solid financial and technical risk point of view. EDS open itself to serious financial risk because of the large size of the project and required up front capital investment needed to start such a task. Technical risk that should have been giving more attention, the modifications to an already developed product is a very vital part of the project. The existing infrastructure was operating from over 400 different systems. Also because of the type of clients for this project, execution risk was another area that had impact as well. The different mission that the Navy had throughout the project timeframe was a reason for some delays. This project did not follow carefully the risk management process of identification of risks, analysis of probability and consequences, mitigation strategy and developing control.

Throughout the process the scheduling at best was a touch and go situation. EDS promised to have 160,000 seats in place by fall. However, an internal e-mail from EDS's program director for Navy Operating Forces said the program is likely to have 60,000 seats in place by the end of the year. The different in what was promised and what was delivered shows that a plan schedule of work was not complete. A network diagram depicting what task that need to be done, estimating each task and understanding the duration of each would have help EDS with their deliverable. Developing a critical path on network diagram would have identified things and area’s to combat the short falls they was having at the time.

From a budget perspective EDS has clinched a contract worth up to $9 billion to supply the US Navy and Marine Corps with a single, seamless network. At one time EDS report a $354 million lost of revenue due to the problems of the NMIC project. During the plannig stages everything was consider and all...