bryant project management response

• After running your earned value calculations, you discovered that the cost and schedule variance are off task. What would you do to get the cost and schedule back on track? Explain in detail your process.

Please be sure to validate your opinions and ideas with citations and references in APA format.

Respond to the below by answering the above.

When a project enters the execution phase, it is critical to keep track of actual and committed expenses, particularly for something as time-sensitive as a corporate lunch. You just have two weeks to address any money issues that arise. If you can’t know what the prices are, little overruns can quickly snowball into major budget issues. Cost monitoring is more than just an accounting job; it is also a component of project management that enables individuals to make decisions and be accountable.

By tracking the actual expenditures, the project manager can determine the amount of money already spent. On the other hand, keeping track of committed costs shows how much money will be required in the future for items such as meal deposits, vendor contracts, venue fees, and equipment rentals. These two numbers together indicate how much money the project actually possesses. According to the Project Management Institute (PMI, 2021), the simplest technique for controlling costs is to compare actual performance to budgeted amounts. In this manner, issues can be addressed before they worsen. If project managers don’t track these costs, they may think the project is on schedule when it’s actually over budget because they promised to pay for large charges but haven’t yet.

Keeping track of costs also helps you manage your firm efficiently. For example, if food costs are rising faster than projected, the project manager can still change the menu, renegotiate the terms with the vendor, or redirect funds to less vital areas. This technique is especially important near the end of a project, when there are few options for revising the plan but financial decisions can still have an impact on the outcome.

Earned Value Management (EVM) and clear visual screens are the most effective ways to demonstrate to management how well a project is progressing. EVM presents cost, schedule, and scope in a single performance perspective. This allows management to rapidly determine whether the initiative was worth the money spent. EVM does not provide leaders many complicated spreadsheets to look at. Instead, it employs straightforward metrics such as cost performance and schedule performance to determine whether the project is ahead of plan, on track, or behind schedule (Kerzner, 2022).

This method works best with visual interfaces that convert data into graphs and charts that depict threats and trends. Top management requires this level of clarity. Leaders frequently have to make rapid decisions. A strong performance tracker helps them to quickly assess how the project is progressing. Performance reporting is most effective when it is basic, concise, and focuses on relevant data rather than raw statistics.

Management can determine whether the corporate lunch costs are under control and whether issues remain as the date approaches by reviewing EVM data and dashboards. This technique enables individuals to make good judgments, fosters trust, and holds everyone on the project team accountable.

To summarize, keeping track of real and committed expenses clarifies finances and prevents surprises at the end, whereas earned value management is the best way to inform management about the project’s progress. When you do these things simultaneously, it is easier to keep track of everything, and the meal is more likely to be successful and under budget.