| Course | MT299 Associate's Capstone in Management |
|---|---|
| Unit | Unit 9 |
| Paper type | Implementation plan |
| Length | About 840 words, 6 pages double-spaced |
| Format | APA 7 student paper |
| School | Purdue University Global |
| Program | BS in Business Administration |
| Updated | October 2026 |
Free sample paper for MT299 Unit 9
Nothing Starts Without an Owner: A Unit 9 Implementation Plan for a Par Sheet and a Cooler Repair
[Student Name]
Purdue University Global
MT299: Associate's Capstone in Management
Unit 9 Implementation Plan
[Instructor Name]
[Date]
Hartwell Florist, its people, dates and measures are composite and illustrative; the sources cited are real.
Summary
The owner has approved two changes from the cost and benefit case: a weekly par sheet for the Thursday order and a repair of the walk-in cooler with dated rotation of stock. The plan begins on the first Tuesday after Mother's Day, so that neither change is tested during the shop's busiest week, and runs for three months. Market bunches are deferred until the first two changes have run for three months.
The Task Table
Each task has an owner, start and finish, a dependency and a sign that it is done.
1. Book the refrigeration technician. Owner: the owner. Week 1. Depends on nothing. Done when a date is confirmed.
2. Repair and recalibrate the cooler. Owner: the owner, with the technician. Week 1, Tuesday, the lightest delivery day. Depends on task 1. Done when the cooler holds 33 to 35 degrees for 48 hours.
3. Install a recording thermometer. Owner: lead designer. Week 1. Depends on task 2. Done when readings save hourly.
4. Buy colored tape, one color per delivery day. Owner: lead designer. Week 1. Done when tape is on the cooler door.
5. Train designers on dated rotation. Owner: lead designer. Week 2. Depends on task 4. Done when every designer has taped and pulled one delivery.
6. Restart the discard log. Owner: lead designer. Week 2. Done when the log is on the design room counter and filled daily.
7. Pull four weeks of sales by stem type. Owner: shop manager. Weeks 2 to 5. Done when the report is printed.
8. Draft the par sheet. Owner: shop manager, with the author. Week 5. Depends on task 7. Done when each stem type has a target quantity and the sympathy reserve is listed separately.
9. Tell the wholesaler about the change. Owner: the owner. Week 5. Done when the representative has acknowledged it.
10. First Tuesday review and adjusted order. Owner: shop manager. Week 6. Depends on tasks 8 and 9. Done when the Thursday order is placed from the par sheet.
11. Weekly Tuesday reviews. Owner: shop manager. Weeks 6 to 13. Done each week when the order is placed.
12. Weekly discard percentage. Owner: lead designer. Weeks 2 to 13. Done each Monday when the week's figure is posted.
13. Monthly review with the owner. Owner: shop manager. End of weeks 5, 9 and 13. Done when the owner has seen the figures.
14. Decide on market bunches. Owner: the owner. Week 13. Depends on task 13. Done when the decision is recorded.
Larson and Gray (2021) recommend that every task in a plan have one owner and a clear sign of completion, because shared ownership in a small team often means no ownership.
Sequence
The cooler repair comes first. It is quick, it helps every later step and it is the change least likely to cause problems. The par sheet starts in week 6, after four weeks of sales data have been collected under normal conditions. The discard log restarts in week 2, so the first four weeks measure the effect of the cooler repair alone and the next eight measure both changes together. Heizer et al. (2020) note that changing one variable at a time makes it possible to tell which change produced which effect.
The Mother's Day Gap
The plan starts after Mother's Day. If the term's calendar puts Mother's Day inside the three months, the par sheet is suspended for the two weeks around it, and the shop returns to its old peak-week ordering, since the par sheet's targets are built from normal weeks.
The par sheet is built for ordinary weeks and steps aside for the extraordinary one.
Measures
Two measures track progress. Each Monday, the lead designer posts the previous week's discarded cost as a percentage of purchases, excluding the sympathy reserve. Each month, the shop manager compares the average with the target of about 13 percent. Kepner and Tregoe (2013) recommend that a plan's measures be the same ones used to define the problem, so success means what the problem statement said it would.
The Stop Rule
One rule protects the shop's most important work. If the shop has to turn away or substitute a sympathy order because the reserve ran short, the shop manager restores the previous Thursday order size that week and reviews the reserve with the owner before resuming the par sheet. Any turned-away sympathy order is recorded, with the reason, in the order book.
Communication
The owner tells the staff about both changes at a short meeting before week 1, explaining why and who owns what. Weekly figures are posted on the design room wall so everyone can see the effect of their work.
References
Heizer, J., Render, B., & Munson, C. (2020). Operations management: Sustainability and supply chain management (13th ed.). Pearson.
Kepner, C. H., & Tregoe, B. B. (2013). The new rational manager (Updated ed.). Kepner-Tregoe.
Larson, E. W., & Gray, C. F. (2021). Project management: The managerial process (8th ed.). McGraw-Hill.
MT299 Unit 9 instructions, in plain terms
The ninth unit asks students to plan how the recommended solution will be put into practice. Prompts generally ask for tasks, responsibilities, a timeline, resources, communication with the people affected, measures of success and ways to manage risk. Many instructors want ownership assigned to people who will still be at the organization after the term, because the plan should outlive the course. Sequencing matters: some tasks depend on others, and introducing changes one at a time makes it possible to tell which produced the result. Busy seasons, holidays and staff availability belong in the timeline. A rule for pausing or reversing the change if it causes harm shows that risk has been thought through. A plan of this kind often runs three to five pages, usually with a task table or numbered list, a short timeline narrative and a project management or operations source cited in APA format.
How this MT299 Unit 9 example is built
The plan begins with a summary of what the owner approved and why it starts after Mother's Day. A numbered table of fourteen tasks follows, each with an owner by role, a week, any dependency and a done-when test; for example, the repair is finished only when the cooler holds 33 to 35 degrees for 48 hours. Larson and Gray support single ownership, and a margin note explains how the done-when tests let someone else check the plan. A sequence section explains why the repair runs four weeks alone before the par sheet starts, citing Heizer on changing one variable at a time. A short section suspends the par sheet around Mother's Day, under the highlighted line about ordinary weeks. Measures repeat the problem statement's definition, the stop rule protects sympathy orders with a second margin note, and communication closes with a staff meeting and figures posted on the design room wall.
Reading the MT299 Unit 9 grading rubric
Implementation plans in this capstone are usually assessed on completeness, feasibility, accountability, measurement and risk management. Completeness credit comes from covering every element the prompt lists, with tasks detailed enough that someone at the organization could start on Monday. Feasibility is judged against the organization's real capacity, so a plan asking a small staff to add hours of work each day loses marks. Accountability scores well when each task has one owner and a visible sign of completion. Measurement earns credit when the success measure matches the one defined in the problem statement, so results cannot be reinterpreted later. Risk management rewards specific, checkable responses, such as the florist's stop rule tied to sympathy orders, over general lists of concerns. Many rubrics also credit sensible sequencing and attention to seasonal peaks. A clear task table, a readable timeline and APA citations for the planning sources complete the criteria.
Common MT299 Unit 9 mistakes, and how to avoid them
The plans most often returned assign tasks to the team or to management, which leaves nobody accountable. Timelines drawn without dependencies cause a second problem, so a step like ordering from a par sheet appears before the sales data it needs. Some students launch every change in the same week, then cannot tell which one worked. Others forget the organization's calendar and schedule a test during its busiest season. Measures that differ from the problem statement invite confusion in the final report. Risk sections written as general worries, rather than a rule with a trigger and a response, earn little. Start by listing every task as a verb with an object, then write beside each the one person who will do it and how anyone would know it is finished. Send the option you are recommending and a short staff list by role, and a plan can be sequenced around your organization.
Get an MT299 Unit 9 example written to your instructions
Send the option you are recommending, who works at the business, and the Unit 9 instructions and rubric. A custom plan sequences that work, names an owner for each task and sets measures the organization can keep after the term. It arrives in 24-48h, free the first time. 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.
More MT299 papers and BS in Business Administration samples
- MT299 Unit 1: Choosing a Capstone Question
- MT299 Unit 2: Project Proposal Memo
- MT299 Unit 3: Organization Profile
- MT299 Unit 4: Problem Statement
- MT299 Unit 5: Research Summary
- MT299 Unit 6: Seminar Reflection
- MT299 Unit 7: Options Analysis
- MT299 Unit 8: Cost and Benefit Case
- MT299 Unit 10: Capstone Report
- MT296 Unit 9: Sales and Operations Plan
- MT282 Unit 9: Sustainable Materials Evaluation
- MT281 Unit 9: Site Safety Plan
- MT262 Unit 9: Team Working Agreement
MT299 Unit 9 questions, answered
Can I be the owner of tasks in my own capstone plan?
For tasks during the project, yes, but a strong plan hands ongoing work to people who will remain in the business. If you work there, owning some tasks is realistic; if you do not, assign them to the roles that would carry them. Instructors often ask who keeps the change going after the capstone ends.
How long should the implementation timeline be?
Long enough for the changes to take effect and be measured, which for a small business is often one to three months. The timeline should show dependencies, holidays or busy periods, and the date results will be checked. A plan spanning years is usually a sign the project was scoped too large for an associate capstone.
What is a stop rule and do I need one?
A stop rule defines a result that would pause or adjust the plan, such as a measure falling outside an acceptable range. Few rubrics require one by name, but including one shows you considered how the plan might cause harm. It turns risk management from a paragraph of concerns into a specific, checkable commitment.
Where can I find a free MT299 Unit 9 sample paper?
You can read the whole MT299 Unit 9 implementation plan on this page. It assigns fourteen tasks for a composite florist's par sheet and cooler repair, each with one owner, a week and a test for completion, and adds a stop rule for sympathy orders.
Why does the MT299 Unit 9 plan repair the cooler before starting the par sheet?
The repair is quick and low risk, and running it alone for four weeks lets the discard log show its effect separately. When the par sheet starts in week 6, any further drop can be credited to the ordering change.