System dynamics has been successfully applied to the study of projects for many years. While this modeling has clearly defined the structures which create project dynamics, it has been less helpful in providing explicit policy advice to managers. To address this gap, we examine the effectiveness of three common project controls available to project managers to address deviations in project performance; (1) exerting pressure on project staff to work faster, (2) having staff work overtime, and/or (3) hiring additional staff. While the three project controls can have short-term benefits for project performance, their long-term impacts can be detrimental. The current work presents preliminary results of the research, focusing on the impacts of the three project controls on project rework and schedule performance. The work describes the development of project control feedback structures, the initial testing and use of a formal system dynamics model of the system, and preliminary results. The work concludes with a description of future project research efforts.