| Course | GM593 Project Execution With Monitoring and Control |
|---|---|
| Unit | Unit 2 |
| Paper type | Status report |
| Length | About 600 words, 5 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 2
Seven Thousand Four Hundred Said, 6,120 Scanned: A Unit 2 Status Report on a Lab Relocation
[Student Name]
Purdue University Global
GM593: Project Execution With Monitoring and Control
Unit 2 Status Report
[Instructor Name]
[Date]
The university, its buildings, the movers and every figure are composite and illustrative; the standards cited are real.
Bottom Line
The new building's fit-out is ahead of plan. Item packing and transport is about 17 percent behind. The demolition contractor's mobilization date for Hollis Hall can still be met, but only if hazardous materials sign-offs by Environmental Health and Safety speed up within the next month.
Workstream Status, End of Month Three
Fit-out and commissioning of the Life Sciences Building. Planned: 46 percent of weighted milestones. Measured: 51 percent, counting only milestones signed off on the punch list. Variance: 5 points ahead, inside the tolerance band of plus or minus 5. Reason: casework installation started a week early.
Item packing and transport. Planned: 7,380 items packed, manifested and scanned into the relocation database. Measured: 6,120. Variance: 1,260 items, or 17 percent behind, outside the tolerance band of 10 percent. Reason: another 1,280 items are packed but wait for an EHS officer to sign their hazardous materials manifests, and the database does not count an item until the manifest is signed and scanned.
Decommissioning of vacated Hollis Hall labs. Planned: 4 labs certified clean. Measured: 3. Variance: 1 lab, inside tolerance. Reason: one lab's final wipe test is awaiting results.
The movers' figure of 7,400 counts items placed in boxes, including those whose manifests are unsigned. The report uses the scan count because an item cannot legally leave the building until its manifest is signed. The Project Management Institute's earned value standard holds that progress should be measured against defined completion criteria for each piece of work, not against effort or spending (Project Management Institute, 2019).
An item counts as moved only when it is packed, its manifest is signed and it has been scanned, because that is the point at which it can actually leave the building.
Burn-Up Chart
The chart plots scanned items each week against the baseline curve. Scanned items tracked the baseline for the first six weeks, then flattened from week seven, when one of the three EHS chemical safety officers was reassigned to help prepare the university's medical center for an accreditation survey.
Open Issues
Five issues are open, each with an owner. Manifest backlog at EHS, owned by the EHS director. Two fume hoods in the new tissue culture suite awaiting recertification, owned by the mechanical contractor. Freezer space for biological samples during transfer, owned by the facilities coordinator. Equipment purchased with federal grant funds that needs sponsor approval to move, owned by the research office. One principal investigator's lab not yet scheduled, owned by the department chair.
Next Month and the Decision Needed
Next month the plan calls for 3,900 more items scanned and the first four labs occupied in the new building. The chair is asked to decide whether to request that EHS return the reassigned officer, or to fund temporary sign-off help.
Appendix: Reconciliation
Every figure above is reconciled to its source. Scanned items match the database export for the last day of month three. Fit-out milestones match the punch list signed by the university's construction manager. Packed but unsigned items match the movers' crate log less the database count. Fleming and Koppelman stress that a report's figures should be traceable to the records that produce them, or the report cannot be trusted when it shows bad news (Fleming & Koppelman, 2010).
References
Fleming, Q. W., & Koppelman, J. M. (2010). Earned value project management (4th ed.). Project Management Institute.
Project Management Institute. (2019). The standard for earned value management.
Reading the GM 593 Unit 2 instructions
For GM593 Unit 2 you report the standing of a project that is under way. Put the conclusion first, in a short bottom line a sponsor could act on. Report each workstream with planned progress, measured progress, the variance, its tolerance band and a one-line reason. State the counting rule behind each measure, and where a contractor's figure differs from yours, explain the difference rather than averaging it away. Use a chart that compares actual progress with the baseline curve. List open issues with owners, the next period's planned work and any decision the sponsor must make. Reconcile every figure to its source in an appendix, so the report can be checked when it carries bad news. Keep page one complete on its own. Expect about two pages plus a data appendix, citing earned value and project control standards in APA 7.
Inside the GM593 Unit 2 example
The bottom line gives three sentences on fit-out, packing and the demolition date. The fit-out row shows 51 percent of weighted milestones against 46 planned, inside its band. The packing row shows 6,120 items packed, manifested and scanned against 7,380 planned, 17 percent behind and outside its band, with 1,280 packed items waiting for an EHS officer's manifest signature. Decommissioning shows three of four labs certified. The counting rule follows the PMI earned value standard, and the highlighted sentence states it. The burn-up chart flattens from week seven, when one EHS officer was reassigned. Five issues carry owners, from the manifest backlog to loaned equipment approvals. The chair is asked whether to request the officer's return or fund temporary help. The appendix reconciles figures to the database, the punch list and the crate log, citing Fleming and Koppelman.
GM593 Unit 2 rubric: what earns full points
GM593 rubric credit for this report rests on a usable first page and measures that can be checked. Instructors look for a bottom line that states the conclusion and any decision needed. Each workstream should show planned, measured, variance, tolerance and reason. A stated counting rule earns credit, especially when it explains a gap between a contractor's figure and the project's. A chart against the baseline helps the reader see the trend. Open issues with owners and a clear decision request show the report is meant to drive action. A reconciliation appendix carries weight because it lets a sponsor trust bad news. Brevity matters; detail belongs after page one. Two APA 7 references anchor it: PMI's 2019 standard for earned value and the Fleming and Koppelman handbook.
GM593 Unit 2 help from the desk
Many GM593 Unit 2 reports repeat a contractor's summary without checking it against project records. Others report activity, such as hours worked or boxes filled, rather than finished work. A frequent gap is the decision: a report that describes a problem without asking the sponsor for anything leaves the next step unclear. Some writers put the conclusion on page two. Lead with the bottom line, report each workstream against its plan and band, state how progress was counted, explain any difference from a supplier's figure, list issues with owners, ask for the decision needed and reconcile every number to its source.
Get a GM593 Unit 2 example written to your instructions
Paste in the progress data your Unit 2 case supplies, whether a spreadsheet, a contractor's summary or a table inside the prompt, along with the rubric and any status template the course uses. Counting rules get stated, sources reconciled and tolerances applied to those figures. It comes back within 24-48h, and a first custom sample costs nothing. 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 2 questions, answered
What if my case gives only one source of progress data?
Then the report states the rule that source uses and says what it cannot show. A contractor's count with no independent check is still reportable, but it should be flagged as self-reported, with a note on what evidence would confirm it. Graders tend to credit that caution more than a confident number with no basis.
How long should a Unit 2 status report be?
Whatever the prompt sets, and many sections want it short. The discipline is that page one carries the conclusion, the variances that matter and any decision needed, so a sponsor can act without turning the page. Detail, reconciliations and charts can follow or sit in an appendix without weakening the report.
Where do tolerance bands come from?
Ideally from the project management plan or the sponsor, agreed before execution starts. Where the case supplies none, the report can propose bands and say so openly, for instance 5 and 15 percent. What matters is that each band triggers a stated response, so a variance leads to a decision instead of a discussion about whether it is serious.
Where can I find a free GM593 Unit 2 sample paper?
This page carries a full GM593 Unit 2 status report for a university lab relocation, with three workstreams against tolerance bands, a burn-up chart, a reconciliation appendix and APA 7 references.
Why does the report use 6,120 rather than the movers' 7,400?
An item cannot legally leave the building until its hazardous materials manifest is signed, so the report counts only items packed, signed and scanned. The movers counted items placed in boxes, including 1,280 still waiting for a signature.