| Course | GM593 Project Execution With Monitoring and Control |
|---|---|
| Unit | Unit 10 |
| Paper type | Project control package |
| Length | About 1,140 words, 7 pages double-spaced |
| Format | APA 7 student paper |
| School | Purdue University Global |
| Program | MS in Management |
| Updated | October 2026 |
Free sample paper for GM593 Unit 10
Measures, Bands, Decisions and a Test Run: A Unit 10 Project Control Package for a Lab Relocation
[Student Name]
Purdue University Global
GM593: Project Execution With Monitoring and Control
Unit 10 Project Control Package
[Instructor Name]
[Date]
The university, its relocation project, its staff and every figure are composite and illustrative; the methods cited are real.
The Control Loop
The package works as a loop. Scan data and logs feed nine weekly measures. Each measure is compared with its tolerance band. A measure inside its band needs no action. A measure in the amber band requires a recovery note from its owner. A measure in the red band requires a decision by a named person within a set time. If a decision changes a baseline, it passes through change control before the measures are reset against the new baseline. The Project Management Institute's earned value standard describes performance measurement as useful only when it is tied to thresholds and corrective action, not reported for its own sake (Project Management Institute, 2019).
Data Dictionary
Each measure has a source, a counting rule and an owner.
Equivalent units scanned per week. Source: the relocation database. Rule: an item counts only after packing, a signed manifest and a database scan. Owner: facilities coordinator.
Items awaiting EHS signature. Source: crates logged by the movers minus items in the database. Owner: EHS director.
EHS sign-off capacity. Source: the EHS manifest log, in equivalent units signed per week. Owner: EHS director.
SPI(t). Source: monthly earned schedule calculation from the earned value report. Owner: facilities coordinator.
CPI. Source: the university ledger and the earned value report. Owner: department business manager.
Contingency remaining. Source: the ledger. Owner: department business manager.
Fume hoods certified. Source: EHS certification records, against the number needed in the new building. Owner: mechanical contractor, reporting to the facilities coordinator.
Ultra-low freezers qualified. Source: qualification reports, against the number needed. Owner: freezer vendor, reporting to the facilities coordinator.
High-severity issues older than ten working days. Source: the issue log. Owner: facilities coordinator.
Why Nine Measures
Each measure was chosen because it either tracks the constraint, tracks overall performance or tracks something that could stop the move outright. Scanned units, the signature queue and EHS capacity follow the constraint identified in the variance memo. SPI(t), CPI and contingency follow the project as a whole. Hood certification, freezer qualification and aged issues follow the three things that have actually stopped labs from moving this year. Measures that were tracked earlier but never led to a decision, such as truckloads per day and crates in staging, were dropped, because a measure no one acts on adds work and hides the ones that matter.
Tolerance Bands and Responses
Equivalent units scanned. Green at 1,030 or more a week; amber from 900 to 1,029, requiring a recovery note within two working days; red below 900 for two consecutive weeks, requiring a steering group decision within five working days.
Items awaiting signature. Green below 1,000; amber from 1,000 to 1,500; red above 1,500, requiring a decision by the EHS director within two working days.
SPI(t). Green at 0.90 or above; amber from 0.85 to 0.89; red below 0.85, requiring the chair to decide on recovery or a revised finish within five working days.
CPI. Green at 0.92 or above; amber from 0.88 to 0.91; red below 0.88, requiring a chair's decision.
Contingency remaining. Green at $60,000 or more; amber from $30,000 to $59,999; red below $30,000, requiring the steering group to decide whether to release management reserve.
Fume hoods and freezers. Green when every unit needed for the next three weeks of moves is certified or qualified; red if any is not, with the facilities associate vice president ruling inside 48 hours.
Aged high-severity issues. Green at none; red at one or more, escalated under the matrix.
Every red band names one person and a deadline, because a threshold without a decision maker only tells everyone that something is wrong.
Change Authority
Authority to approve a change depends on its effect on deadline-critical days and dollars, not on who requests it. The facilities coordinator approves changes that add no deadline-critical days and cost $5,000 or less. The department chair approves changes up to three deadline-critical days or $25,000. The steering group approves anything larger. Any change that would move the demolition date goes to the vice president for facilities, because that date belongs to a contract outside the project. Harold Kerzner notes that tying change authority to impact rather than rank keeps small changes moving while holding large ones for review (Kerzner, 2022).
Control Calendar
Weekly, Monday. The facilities coordinator issues the nine measures with their bands.
Monthly, first Wednesday. The earned value report, with SPI(t), CPI and a refreshed forecast.
Triggered. A red band produces a report to its decision maker within one working day. The forecast is refreshed immediately when any measure turns red or a change adds three or more deadline-critical days. Walt Lipke's earned schedule method is used for the date forecast because its index remains meaningful late in a project (Lipke, 2003).
After the Move
The package ends when the last lab is verified in the Life Sciences Building and Hollis Hall's final lab is certified clean. At that point the facilities coordinator will close the issue log, archive the data dictionary and earned value reports with the project file, and hand the chemical inventory completeness check to EHS as ongoing work. The control calendar's last entry is a closeout report comparing the final cost and finish with the forecasts in each month, so the department can see how accurate its forecasting was.
Test Run on Week 36
The package was tested on week 36's data before adoption.
Equivalent units scanned: 980, amber. The coordinator's recovery note found the contract safety specialist had been out two days. No decision needed.
Items awaiting signature: 1,120, amber. Recovery note filed by the EHS director.
SPI(t): 0.881, amber.
Ultra-low freezers: 9 of 12 qualified, red. Two biological labs scheduled within three weeks lacked qualified freezers. The rule fired, and the associate vice president for facilities decided within two days to direct the vendor to replace one failed unit and to rent a second temporary freezer.
Aged high-severity issues: one, red. Issue I-07, the failed freezers, had aged eleven working days. It was escalated under the matrix and closed by the same decision.
Change control. The freezer rental, change request 11, cost $3,900 and added no deadline-critical days, so the coordinator approved it within her authority, and the measures were reset.
Quentin Fleming and Joel Koppelman argue that a control system proves itself when it produces timely decisions, not when it produces reports (Fleming & Koppelman, 2010). In the test run, two red bands produced two decisions within two working days, and nothing waited for a meeting.
References
Fleming, Q. W., & Koppelman, J. M. (2010). Earned value project management (4th ed.). Project Management Institute.
Kerzner, H. (2022). Project management: A systems approach to planning, scheduling, and controlling (13th ed.). Wiley.
Lipke, W. (2003). Schedule is different. The Measurable News, 31-34.
Project Management Institute. (2019). The standard for earned value management.
What the GM593 Unit 10 assignment asks for
The final GM593 unit asks you to assemble a project control package that can run for the rest of the project. Describe the control loop from data to measures, bands, decisions and change control. Write a data dictionary giving each measure its source, counting rule and owner, and explain why each measure was chosen and others dropped. Set tolerance bands for each measure, with the response each band requires, who decides and by when. Define change authority by impact rather than by rank. Set a control calendar of regular and triggered reports, with a rule for refreshing the forecast. Say how the package ends at project close. Then test it on one week's real data, recording which rules fired, who acted and what changed. Expect about twelve pages with appendices, citing earned value and project control sources in APA 7.
Inside the GM593 Unit 10 example
The overview draws the loop from scan data through bands to decisions and change control, citing the PMI earned value standard. The dictionary defines nine measures, and a section explains each one's link to the constraint, overall performance or a stopper, with truckloads and staging counts dropped. Bands set green, amber and red values, such as 1,030 units scanned a week for green and red below 900 for two weeks, and the highlighted sentence explains why every red band names a person and a deadline. Change authority runs from the coordinator's $5,000 and zero critical days to the vice president for the demolition date, citing Kerzner. The calendar and refresh rule cite Lipke. A closeout section follows. The week 36 test shows three ambers, a red on freezers decided in two days, an aged issue closed and change request 11 approved, citing Fleming and Koppelman.
GM593 Unit 10 rubric: what earns full points
GM593 rubric credit for this package rests on measures that are defined, bands that force decisions and a test that proves the parts work together. Instructors look for a clear control loop. Each measure needs a source, counting rule and owner, and a reason for being tracked. Bands should name the response, decision maker and deadline, especially in red. Change authority tied to impact rather than rank earns credit. A calendar with triggered reports and a forecast refresh rule shows the package responds to events. A closeout plan shows the package has an end. The test run carries significant weight because it shows rules firing and decisions made. The PMI earned value standard, Kerzner's Project Management, Lipke on earned schedule and Fleming and Koppelman supply the references in APA 7.
GM593 Unit 10 help from the desk
Many GM593 Unit 10 packages list dashboards of measures without saying what happens when one goes wrong. Others set thresholds but name no decision maker or deadline, so a red result produces discussion instead of action. A frequent gap is change authority: rules based on who asks, rather than on days and dollars, let small changes wait and large ones slip through. Some writers never test the package. Draw the loop, define each measure with source, rule and owner, explain why it is tracked, set bands with responses and deadlines, tie change authority to impact, set a calendar and refresh rule, plan closeout and run a real test.
Get a GM593 Unit 10 example written to your instructions
Final packages draw on the whole term, so send what you built: status reports, earned value work, change evaluations, issue logs, forecasts, plus the Unit 10 prompt and rubric. The package comes back joined into one control loop and tested on data from your own case, within 24-48h. There is no charge for a first custom sample. The paper above is an original model document written by our desk, not a submitted student paper and not an official Purdue University Global document.
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GM593 Unit 10 questions, answered
How is a control package different from a project management plan?
A management plan describes how the whole project will be run, from scope to procurement. A control package is narrower and more operational: it defines what is measured, what counts as a problem, who decides and how decisions change the baselines. Many sections treat it as the monitoring and controlling section of the plan made specific enough to run.
How many measures should a control package track?
Enough to cover each constraint the project faces and few enough that every one is read. The sample keeps nine, each tied to a decision it can trigger. A measure that could never change anyone's action is reporting overhead, and graders sometimes comment on dashboards that track everything while making no rule about any of it.
Where can I find a free GM593 Unit 10 sample paper?
This page carries a full GM593 Unit 10 project control package for a university lab relocation, with nine defined measures, tolerance bands, change authority and a week 36 test run, with APA 7 references.
What happened in the week 36 test run?
Three measures were amber and needed only recovery notes. Ultra-low freezers were red, and the associate vice president for facilities decided within two days to replace a failed unit and rent another. The aged freezer issue closed with that decision, and a $3,900 change was approved within the coordinator's authority.
Why tie change authority to deadline days and dollars?
Authority based on impact lets small changes be approved quickly by the coordinator while sending changes that could move the demolition date to people who can accept that cost, regardless of who requested them.