| Course | HS460 Project Design and Management for Health Care |
|---|---|
| Unit | Unit 10 |
| Paper type | Project closeout report |
| Length | About 910 words, 6 pages double-spaced |
| Format | APA 7 student paper |
| School | Purdue University Global |
| Program | BS in Health Science |
| Updated | October 2026 |
Free sample paper for HS460 Unit 10
Two Signatures on the Last Page: A Unit 10 Project Closeout Report for a Saturday Walk-In Session Handed to Operations
[Student Name]
Purdue University Global
HS460: Project Design and Management for Health Care
Unit 10 Project Closeout Report
[Instructor Name]
[Date]
Tillford Family Health, its sessions, results and costs are composite; the sources cited are real.
Summary
The Saturday walk-in session opened in week 12 as planned and ran six consecutive Saturdays at full staffing. It saw an average of 19 patients per session, with a median of 52 minutes from arrival to discharge. One patient, a man with chest pain that began during the visit, was sent on by ambulance using the written protocol and arrived without complications. Final project cost was 28,940 dollars against a budget of 29,572 and a ceiling of 32,000. All five deliverables met their acceptance tests. The objective, a 25 percent reduction in weekend emergency visits for minor illness, cannot yet be measured and passes to the practice manager.
Deliverables Verified
1. Saturday rota. Acceptance test: twelve Saturdays filled with all three roles and named backups. Evidence: published rota and backup list. Status: met.
2. Clinical protocols. Test: triage sheet, minor illness protocols and transfer procedure signed by all four partners. Evidence: signed protocol binder dated week 8. Status: met.
3. Site readiness. Test: heat, access, supplies and tests confirmed at a Friday walk-through. Evidence: walk-through checklist signed in week 11. Status: met, with one heating failure on the third Saturday resolved by 8:10 a.m. under the risk response.
4. Patient access. Test: phone, website, signage live and notices mailed to every active household. Evidence: printer's delivery confirmation for 3,900 notices and screenshots. Status: met.
5. Six consecutive full Saturdays and handover. Test: six Saturdays with all roles filled, and a signed handover. Evidence: staffing logs for Saturdays 1 to 6 and this report's signature page. Status: met upon signature.
Every deliverable is closed against the test written for it months earlier, so acceptance rests on evidence rather than the sponsor's impression.
Cost
Final cost was 28,940 dollars, 632 dollars under budget. One-time costs came in at 13,880 dollars, 440 under, because the mailing cost less than quoted. Saturday operating costs for the first twelve weeks are forecast at 15,060 dollars, 192 under, because supplies used were lower than estimated; the forecast includes the six Saturdays still to run under the project budget before costs move to the operating budget. The 900-dollar outreach contingency was not needed, as turnout never fell below eight patients. Visit revenue for the first six Saturdays was about 10,700 dollars, reported separately.
Schedule
The weekend medical assistant was hired on day 21, two days ahead of the milestone, and the first Saturday opened on day 47 as planned. The protocol chain used 9 of its 15 days of float when one partner requested changes to the sore throat protocol.
Lessons Learned
1. Change control needs a form and a path, not only a statement of authority; the sports physicals request showed this, and the form is now in the operating checklist.
2. The landlord's thermostat should be on a written schedule with a named contact; the third-Saturday heating failure came from a reset after a power outage.
3. Protecting project hours for staff with full weekday duties worked once it was agreed in writing with managers.
4. A mailing to households reached more patients than the website; three of four patients surveyed said they learned of the session from the letter.
Project management practice recommends recording lessons at closeout so they inform future projects rather than staying with the project team (Project Management Institute [PMI], 2021).
Open Items Passed to Operations
1. Measure the objective: compare weekend emergency visits for minor illness in the quarter after opening with the baseline of about 140, using the same emergency department reports, at month three and month six.
2. Decide whether to extend hours to 1:00 p.m. if turnout exceeds 25 for three consecutive Saturdays.
3. Review the Stanwick branch request after six months of operation.
Why Final Cost Came In Under Budget
The underrun was modest and came from two sources rather than from cutting scope: a cheaper mailing and lower supply use. Neither the contingency nor the outreach reserve was touched. Research on project estimates finds that budgets more often run over than under, because early estimates tend to be optimistic (Flyvbjerg, 2014). Here the estimates were built from quotes and the practice's own history, and the contingency was sized to the two largest risks, which may explain why the project finished slightly below plan.
Measures of the First Six Saturdays
Beyond the deliverables, the session's early performance gives operations a baseline. Turnout ranged from 14 to 24 patients. The busiest hour was 9:00 to 10:00 a.m., when half of each day's patients arrived. Sore throat and urinary symptoms made up more than half of visits. Patient comments in a short exit survey were positive, with the most common request being earlier opening.
Handover
The practice manager receives the operating checklist, the rota template, the protocol binder, the risk register converted to an operating risk list, and the budget for ongoing Saturdays. Project texts describe closure as complete only when ownership of the product has formally moved to the people who will run it (Kerzner, 2017).
Signatures
Managing Partner, sponsor: accepts the project as complete. Practice Manager: accepts the Saturday walk-in session as routine operations.
References
Flyvbjerg, B. (2014). What you should know about megaprojects and why: An overview. Project Management Journal, 45(2), 6-19. https://doi.org/10.1002/pmj.21409
Kerzner, H. (2017). Project management: A systems approach to planning, scheduling, and controlling (12th ed.). Wiley.
Project Management Institute. (2021). A guide to the project management body of knowledge (PMBOK guide) (7th ed.). Project Management Institute.
What the HS460 Unit 10 assignment asks for
The final unit typically asks for a closeout report verifying that the project delivered what was promised and transferring ownership. Expect a summary, deliverables checked against acceptance criteria with evidence, final cost and schedule against baseline, lessons learned, open items and signatures. Five pages is common. Open with the outcome so the sponsor knows the result immediately. Verify each deliverable against the test written in your scope statement, citing evidence. Compare cost and schedule with the baseline and explain variances. Record lessons that would help a future project. Pass unfinished measurement and decisions to operations by name and date. Make the handover explicit with signatures. Name the person who will measure the outcome later.
How the HS 460 Unit 10 example is put together
The summary states the results, the transfer and the cost. Five deliverables are verified against their acceptance tests with evidence and status, and the highlighted sentence explains why acceptance rests on evidence. A cost section explains a 632 dollar underrun. A schedule section reports the hire and the use of protocol float. Four lessons follow, citing project management guidance. Open items pass the objective's measurement and two decisions to operations. Sections explain why cost came in under budget, citing research on estimates, and report early measures. Handover contents and signatures close the report. Signatures from both the sponsor and the new owner end the report.
HS460 Unit 10 rubric: what earns full points
Closeout reports are usually graded on verification of deliverables, accuracy of cost and schedule comparisons, quality of lessons learned, clarity of handover and professionalism. Verification and handover often weigh most: graders reward reports that check each deliverable against its original acceptance test and name who now owns the work. Cost and schedule comparisons earn credit when variances are explained. A lesson scores when the next project manager could act on it. Passing unmeasured outcomes to operations shows understanding of project limits. Signatures and citations complete the grade. Reports that declare success without evidence or never transfer ownership tend to lose points. Variance explanations that trace back to specific estimates are commonly rewarded.
HS460 Unit 10 help: mistakes that cost points
A frequent reason closeout reports are returned is that deliverables are declared complete without evidence. Another is claiming the project achieved its outcome objective when it cannot yet be measured. Some students omit cost variances or explain them vaguely. Lessons learned are often generic, such as communicate more. Handover is frequently implied rather than signed. Open items may be dropped instead of assigned. When your project closes differently, perhaps with a pilot that will not continue, gather your scope statement and results, and we will verify each deliverable and write the handover or the stop decision. Early operating measures, such as busiest hours, also help the new owner and are often left out.
Get an HS460 Unit 10 example written to your instructions
Acceptance is tested against documents written back in Units 1 through 7, so the charter, scope statement and budget are the inputs that matter, alongside the Unit 10 prompt and rubric. A first sample is free and arrives in 24-48h, deliverables checked against their tests, costs compared and both signature blocks laid out for your project. 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 HS460 papers and BS in Health Science samples
- HS460 Unit 1: Project Charter
- HS460 Unit 2: Discussion Board Post
- HS460 Unit 3: Scope Statement
- HS460 Unit 4: Work Breakdown Structure
- HS460 Unit 5: Stakeholder Register
- HS460 Unit 6: Schedule and Milestone Plan
- HS460 Unit 7: Budget Worksheet
- HS460 Unit 8: Risk Register
- HS460 Unit 9: Seminar Reflection
- HS450 Unit 10: Strategic Plan
HS460 Unit 10 questions, answered
Who should sign the acceptance?
The sponsor, since the sponsor authorized the project and judges whether it delivered. Here the managing partner signs acceptance and the practice manager signs a separate receipt, taking operational ownership. Some prompts ask only for the sponsor's signature; including the operational receipt shows the handover was formal rather than assumed by everyone involved.
What if the project went over budget?
Report it plainly with the reasons. The example came in under budget overall but over on orientation, and it explains that line as clearly as the savings. Graders generally value honest variance reporting above a flattering total, since the closeout's purpose is to give the sponsor and the next project an accurate record.
Should lessons learned be positive or negative?
Both, written as recommendations. The example includes starting recruitment on the day the charter was signed rather than after the breakdown, which would have shortened the critical path, and keeping the transfer drill as an annual habit. A lesson is useful when a future project manager can act on it; whether it describes success or failure matters less.
Should a closeout report claim the project met its outcome objective?
Only if the outcome has been measured. When it cannot yet be measured, the report should pass the measurement to operations with a baseline and dates.
Where can I find a free HS460 Unit 10 sample paper?
This page holds the whole Unit 10 closeout report, from deliverables verified against their tests to the final signatures.