Tree Trimming Project Analysis

Tree Trimming Project Analysisin This Ana

Thomas Johnson is a timber and Christmas tree farmer who attended a project management class last year during his off-season. When the subject of earned value (EV) came up in class, Thomas wondered if he was utilizing the concept properly.

In mid-October, Thomas hires and trains crews who work to shear fields of Christmas trees for the upcoming holiday season. In this practice, each worker uses a large machete to shear the branches of the tree into a cone shape tree, which is the desire of most customers. Thomas operates his business per the following:

· He counts the number of Christmas trees in the field, which is approximately 24,000.

· He agrees with customer Tom Jones to a $30,000 lump sum contract for shearing all trees in the field.

· He receives a partial payment about 5 days after starting the project. He then estimates the actual number of sheared trees to be approximately 6,000. The actual number of trees is taken as a percent of the total to be sheared, multiplied by the percent completed by total contract amount for the partial payment [(6,000/24,000 total trees = 25% of trees trimmed), (.25 * $30,000 total payment = 5 days payment of $7,500)].

Write a 1,050- to 1,400-word paper that thoroughly answers the following questions based on the case study:

- Is Thomas over, on, or below schedule? Explain. He would be on schedule if sheared 6,000 trees every five days, which would take him 20 days to shear 24,000 trees. If he goes beyond the 20 days then he would be off schedule.

- Is Thomas using earned value as he was taught in his project management course? Explain. Yes, EV = (Activity Total Budget) x (actual % of completion) = (.25 x $30,000 = $7,500). Earned value (EV)— Sometimes referred to as budgeted cost of work performed (BCWP), earned value is the amount of actual work completed versus the budgeted cost of the same work over a specified time frame (Wilson, 2014).

- What can Thomas do to set up a schedule and cost variance?

- If adjustments influence the budget, the updated forecast is derived from the variation of actual costs compared to the baseline called cost variance (CV), which can be calculated and communicated in the estimate to completion (ETC) (Wilson, 2014).

- What method do you suggest for Thomas to use for any changes in project scope, such as the shape of the tree that Tom wants?

- Clearly understand the change

- Determine how the change will impact your project

- Change It Out

- Just Say No

- Use a Formal Process

- Change Control - is of particular importance when the project is part of a larger program or portfolio because the consequential effects of unmanaged change may be far-reaching within the planned change environment and to business-as-usual activities.

- How can he accelerate the completion of this project that he has contracted for using the Agile methodology?

- Agile is a process by which a team can manage a project by breaking it up into several stages and involving constant collaboration with stakeholders and continuous improvement and iteration at every stage. The Agile methodology begins with clients describing how the end product will be used and what problem it will solve. This clarifies the customer's expectations to the project team. Once the work begins, teams cycle through a process of planning, executing, and evaluating — which might just change the final deliverable to fit the customer's needs better. Continuous collaboration is key, both among team members and with project stakeholders, to make fully-informed decisions.

- Analyze Thomas's project performance on this project, assuming the original quote given to the customer was an estimate. Format your paper consistent with APA guidelines.

Paper For Above instruction

Thomas Johnson's Christmas tree shearing project exemplifies core principles of project management, particularly the application of Earned Value Management (EVM), to monitor and control project performance. This analysis evaluates whether Thomas is on schedule, his utilization of EV, and explores strategies to enhance project efficiency and scope management, including the integration of Agile methodologies.

Schedule Assessment

Based on the provided project data, Thomas's schedule appears aligned with the planned timeline. He aimed to shear 6,000 trees in the first five days, which equates to an average of 1,200 trees per day, totaling 6,000 trees over five days. Given he completed this initial milestone, he is currently on schedule. The primary schedule metric involves the rate of shear per day; maintaining this rate would allow him to complete all 24,000 trees within a 20-day timeframe. If he surpasses this period without completion, he would be considered behind schedule. Any delays could accumulate due to manpower constraints or unforeseen issues such as equipment failure or labor inefficiencies.

Use of Earned Value Management

Thomas's current use of EV appears rudimentary. He calculates EV by multiplying the project's total budget by the percentage of work completed, which yields EV = 0.25 x $30,000 = $7,500 after shearing 6,000 trees. While this aligns with basic EV principles, actual project management practice recommends more detailed tracking, including baseline scheduling, actual costs, and performance indices. Effective EV implementation involves tracking daily progress, resource utilization, and variances, which Thomas currently lacks due to limited data from only the initial phase. Proper EV usage would enable him to generate accurate Schedule Variance (SV) and Cost Variance (CV) figures, facilitating effective decision-making.

Establishing Schedule and Cost Variance

To establish meaningful variances, Thomas needs to develop a comprehensive project baseline covering scope, schedule, and budget. He should track actual performance against this baseline regularly. Schedule Variance (SV) is calculated as EV minus Planned Value (PV), and Cost Variance (CV) as EV minus Actual Cost (AC). For example, if after five days, the EV is $7,500, but the PV (based on scheduled work) is the same, then the SV would be zero, indicating he is on schedule. Similar calculations for costs would show whether he is under or over budget. Maintaining such metrics provides early warning signals for corrective actions.

Managing Changes in Scope

Scope modifications, such as changing the shear shape requested by the customer, require a structured change management process. The steps include: understanding the change, assessing its impact on schedule and budget, executing the change with documented approval, and communicating effectively. Adopting formal change control procedures ensures that scope creep is managed and does not derail the project. For example, if customer requests a different tree shape, Thomas must evaluate whether the change complicates the shearing process, increases costs, or extends the schedule. Approving or rejecting changes should be based on their impact and strategic importance, employing change control boards or formal approval protocols.

Accelerating Project Completion Using Agile

Traditional project management methods, such as the Waterfall approach, tend to be linear and rigid; however, Agile methodology promotes flexibility, iterative progress, and stakeholder collaboration. To accelerate his project, Thomas could adopt Agile practices, such as breaking the overall shearing process into smaller, manageable iterations—perhaps daily or weekly goals—allowing for rapid feedback and adjustments. For instance, he could prioritize areas that may slow down progress and reallocate resources dynamically or employ daily stand-up meetings to identify issues early. Agile practices like "embrace change" and "maximize value" help optimize resource utilization and adapt to scope variations more efficiently.

Project Performance Evaluation

Evaluating Thomas's project performance involves comparing planned progress with actual performance. He has completed 25% of the scope (6,000 trees out of 24,000), which is aligned with his initial five-day schedule. However, without ongoing tracking, it is difficult to determine if he remains on target. Should delays occur, scope and cost management strategies, coupled with Agile's incremental review processes, would help mitigate risks and enhance overall project delivery. Regularly updating EV metrics and integrating them into project control tools would further improve oversight.

Conclusion

While Thomas is currently on schedule based on initial progress, his limited data and lack of detailed monitoring hinder effective project control. Implementing comprehensive EV practices, establishing clear change management procedures, and adopting Agile methodologies could significantly improve project efficiency, flexibility, and stakeholder satisfaction. Such enhancements would not only ensure timely completion but also optimize resource utilization and financial outcomes, positioning Thomas’s Christmas tree shearing business for greater success in future seasons.

References

  • Accounting Coach. (N.d.). What is a Cost Variance? Retrieved from https://www.accountingcoach.com
  • Clark, T. (2014). How to Manage Scope Creep – and Even Prevent It From Happening. ProjectManagement.com. https://www.projectmanagement.com
  • Fernandez, D., & Fernandez, J. (2008/2009). Agile Project Management – Agilism Versus Traditional Approaches. Journal of Project Management, 25(3), 195-211.
  • Haughey, D. (N.d.). What is Earned Value? ProjectManager.com. https://www.projectmanager.com
  • Wilson, R. (2014). Project Benchmarking and Earned Value Management. PMI Journal, 8(2), 78-85.
  • PMI. (2017). The Standard for Earned Value Management. Project Management Institute.
  • Meredith, J. R., & Mantel, S. J. (2014). Project Management: A Managerial Approach. Wiley.
  • Kerzner, H. (2017). Project Management: A Systems Approach to Planning, Scheduling, and Controlling. Wiley.
  • Schwaber, K., & Beedle, M. (2002). Agile Software Development with Scrum. Prentice Hall.
  • Marine, D. D., & McDonald, G. (2016). Effective Use of Change Management in Project Scopes. Journal of Business Strategy, 37(2), 54-63.

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