Tree Trimming Project And Large Timber Fence

Tree Trimming Projectwil Fence Is A Large Timber And Christmas Tree Fa

Tree Trimming Projectwil Fence is a large timber and Christmas tree farmer who is attending a project management class in the spring, his off season. When the class topic came to earned value, he was perplexed. Isn’t he using EV? Each summer Wil hires crews to shear fields of Christmas trees for the coming Holiday season. Shearing entails having a worker use a large machete to shear the branches of the tree into a nice, cone-shaped tree.

Wil describes his business as follows: A. I count the number of Douglas Fir Christmas trees in the field (24,000). B. Next, I agree on a contract lump sum for shearing with a crew boss for the whole field ($30,000). C. When partial payment for work completed arrives (5 days later), I count or estimate the actual number sheared (6,000 trees). I take the actual as a percent of the total to be sheared, multiply the percent complete by total contract amount for the partial payment [(6,000/$30,000 = 25%), (.25 → $30,000 = $7,500)]. 1. Is Wil over, on, or below cost and schedule? Is Wil using earned value? 2. How can Wil set up a scheduling variance?

Paper For Above instruction

Introduction

In project management, earned value (EV) is a widely used performance measurement tool that integrates scope, schedule, and cost to evaluate project progress objectively. Wil, a Christmas tree farmer, is seeking to understand if his current practices align with EV principles and how he can better manage and monitor his project to ensure timely completion within budget. This paper examines Wil's case through the lens of earned value management (EVM), analyzes his current situation, introduces the concept of scheduling variance, and provides recommendations for improving project oversight.

Assessment of Wil’s Current Practice and Use of Earned Value

Wil adopts a straightforward approach to project progress measurement by counting the number of trees sheared and calculating partial payments based on the percentage of trees sheared relative to the total in the field. Specifically, after shearing 6,000 trees out of 24,000, he estimates the percentage complete as 25% and charges accordingly. This method reflects a form of progress measurement but does not fully embody standard EV practices.

Earned value management involves three core components: Planned Value (PV), Actual Cost (AC), and Earned Value (EV). PV represents the budgeted cost for work scheduled; AC accounts for the actual costs incurred; EV signifies the budgeted cost of work performed, typically expressed in monetary terms. Wil's approach essentially estimates EV by multiplying the percentage of trees sheared by the total contract amount, which aligns conceptually with EV but lacks the detailed granularity characteristic of formal EV implementation (PMI, 2017).

Concerning Wil's status regarding cost and schedule, his current partial payment of $7,500 for 6,000 trees sheared suggests he is on track financially assuming the shearing costs are proportional. However, without establishing a baseline schedule and cost plan, it is difficult to definitively state if he is over, on, or below schedule and cost. If the work progresses proportionally to the schedule and costs remain within the agreed amount, Wil is likely on schedule and within budget. Nonetheless, the absence of precise EV metrics and schedule baseline limits this conclusion.

Therefore, Wil is employing a simplified form of EV but not adhering fully to the formal EVM methodology, which could lead to misinterpretation of project health. Implementing rigorous EVM practices would offer more accurate insights into project performance.

Setting Up a Scheduling Variance

To establish a scheduling variance, Wil must compare the planned schedule with actual progress, typically by calculating Schedule Variance (SV). SV is determined as:

SV = EV - PV

Where:

- EV (Earned Value) is the budgeted value of work performed to date.

- PV (Planned Value) is the budgeted value of work scheduled to be completed by the same date.

In Wil's context, suppose he plans to shear 10% of the trees (2,400 trees) by a specific point in time. If his actual shearings are only 6,000 trees (25% of total), and if the planned schedule expected 10% shearing by this time, his SV would be:

SV = EV (25% of contract amount = $7,500) - PV (10% of contract amount = $3,000)

= $7,500 - $3,000

= $4,500

A positive SV indicates ahead of schedule, while a negative one signals delay. Therefore, Wil can set up a schedule variance by establishing baseline planned values at key dates, comparing them with actual achievements to identify deviations. Regular monitoring and updating of these metrics would help Wil manage his project proactively.

Recommendations for Wil

To improve project control, Wil should adopt more formal EVM procedures, including establishing a detailed project schedule, defining baseline PV and EV, and tracking actual costs. Using project management software or spreadsheets to update progress regularly would facilitate early detection of variances. Moreover, integrating schedule performance indices like Schedule Performance Index (SPI) enables Wil to quantify schedule efficiency and take corrective measures rapidly (Fleming & Kiden, 2010).

In addition, Wil should consider training or consulting with project management professionals to refine his use of EVM, ensuring more precise monitoring of schedule and cost performance. This approach would help him avoid surprises and maintain alignment with his project goals.

Conclusion

Wil's current method of measuring progress in his Christmas tree shearing project resembles a simplified application of earned value, but it does not fully adhere to standard EVM practices. By establishing comprehensive baseline schedules and costs, and by calculating schedule and cost variances systematically, Wil can obtain a clearer picture of his project’s health. Incorporating formal EV metrics and regular variance analyses will allow Wil to proactively manage his project, ensuring timely completion within budget, and ultimately enhance his operational efficiency. Formal application of EV principles thus represents a valuable tool for Wil’s project management success.

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