Six control accounts are measured and their two variances read together in this GM593 Unit 3 calculation, which finds the lease risk that a project SPI of 0.930 conceals. Searches like "gm 593 unit 3 assignment example", "gm593 unit 3 sample" and "gm593 unit 3 example" land here.
What a finished GM593 Unit 3 earned value calculation looks like
Four pages, opening with measurement rules and ending with a paragraph a museum director could read alone. The rules table declares how each account earns: weighted milestones for fit-out, with the climate system credited only after thirty days of stable readings; equivalent object units for condition reporting and packing, where a textile counts three and a boxed print one half; truckloads on a 0/100 basis; objects verified on the shelf for receiving; level of effort for project management. Each account then gets its PV, EV, AC, both variances and both indexes in one table. Totals read PV 1,198,000 dollars, EV 1,114,400 and AC 1,228,100, so SV is minus 83,600 and CV minus 113,700. A subtotal for the four object accounts shows SPI 0.715 at a CPI of 0.970.
How a GM593 Unit 3 example is structured
Rules come before arithmetic because earned value is only as honest as the method that credits it, and a textile needing six times the handling of a boxed print cannot count the same. Formulas appear once, each term defined, and the totals are worked in full so every index traces back to its inputs. Accounts are then read one at a time before the project figure, which is where the calculation earns its interpretation marks: fit-out is ahead and overspent, the object accounts are behind and near budget, and averaging them produces a number describing neither. A subtotal groups the four accounts that decide whether the warehouse is empty by lease end. The closing section states in words what each pair of indexes permits a sponsor to conclude, and what it does not yet show, which is a finish date.
Rules declared first
Each account's crediting method is fixed before a figure appears. Project management is level of effort, so its earned value equals its planned value and it moves neither index.
Weights for unequal objects
Six categories carry equivalent units from 0.5 to 6. Across 31,400 objects that gives 43,350 units, and packing earns about 14.76 dollars for each unit crated and scanned.
Fit-out: early and expensive
SPI 1.060 and CPI 0.880. Overtime brought the mobile shelving in ahead of plan, and an air-handler rework after the first humidity test added cost that the schedule gain cannot offset.
The object stream, grouped
Condition reporting, packing, transport and receiving together show SV of minus 125,600 dollars at a CPI of 0.970. The money is nearly on plan; the work is not arriving fast enough.
What the indexes permit
The project spends about 1.10 dollars for each dollar of work earned, and the object accounts finish roughly seven units for every ten planned. Neither figure yet gives a date for emptying the warehouse, and the paper says so.
Where marks go in GM593 Unit 3
Calculations in this unit begin earning at correct arithmetic and earn the rest in the sentences that follow it. Many rubrics divide credit between the figures and the interpretation, so a clean table of indexes left without comment reaches halfway. Among technical faults, reversed signs do the most harm: a negative cost variance reported as positive turns an overrun into savings in every later sentence. Reporting only project totals, when account data is supplied, hides exactly the split this case contains. Crediting work by hours spent rather than work completed inflates both indexes and draws pointed comment. A level-of-effort account scored like a deliverable distorts the schedule reading. Missing units, indexes rounded until they no longer reproduce the variances, and a forecast added when the prompt never asked for one are smaller but recurring notes.
Get a GM593 Unit 3 example written to your instructions
Send the planned, earned and actual figures your Unit 3 case provides, broken down by account if the data allows, together with the rubric. Measurement rules, both variances, both indexes and a plain reading of what they mean are then worked to those numbers, not ours. A first custom sample is free and returns in 24-48h.
GM593 Unit 3 questions, answered
Why calculate by control account instead of just the totals?
Because totals average away the thing a sponsor most needs to see. In the sample, an overspent fit-out running early and a slow object stream running on budget combine into indexes that suggest mild trouble everywhere. Account-level figures show where the schedule problem sits and whether it lies on the work that controls the finish.
What if my case gives percent complete instead of earned value?
Earned value is budget at completion multiplied by percent complete, so the calculation still works, but the result is only as trustworthy as the percentage. A strong paper states how the percentage was determined and flags it where it came from an estimate rather than from a rule tied to finished work.
Do I need to forecast the final cost in this unit?
Only if the prompt asks. Many sections separate the variance calculation from the forecast, and the sample does the same, closing with what the indexes permit a sponsor to conclude today. Where a forecast is required, the method and its assumption should both be stated, since different formulas assume different futures.