| Course | HS460 Project Design and Management for Health Care |
|---|---|
| Unit | Unit 3 |
| Paper type | Scope statement |
| Length | About 840 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 3
Nine Exclusions and Who Will Ask for Each: A Unit 3 Scope Statement for a Small Practice's Saturday Walk-In Session
[Student Name]
Purdue University Global
HS460: Project Design and Management for Health Care
Unit 3 Scope Statement
[Instructor Name]
[Date]
Tillford Family Health, its services, partners and every test are composite; the regulation and sources cited are real.
Product Description
A patient arriving at the Tillford main clinic between 8:00 a.m. and 12:00 noon on a Saturday is checked in by front desk staff, triaged by a medical assistant using a written triage sheet, and seen by the nurse practitioner on duty. The session offers rapid strep, influenza and urine dipstick tests, which are waived tests under federal laboratory rules (42 C.F.R. § 493.15, 2024). Prescriptions are sent electronically to the town pharmacy, which has agreed to stay open until 1:00 p.m. on Saturdays. Simple lacerations can be closed with adhesive or a few sutures. Any patient whose condition exceeds the session's scope is transferred under a written procedure, with a call to the regional emergency department and, when needed, an ambulance.
Deliverables and Acceptance Tests
1. Saturday rota: accepted when twelve Saturdays each have a nurse practitioner, a triage assistant and someone at reception, each with a named backup for every role.
2. Clinical protocols: accepted when the triage sheet, the minor illness protocols and the transfer procedure are signed by all four partners.
3. Site readiness: accepted when heat, building access, supplies and test kits are confirmed by a walk-through on the Friday before the first session.
4. Patient access: accepted when the phone message, website notice and signage are live and mailed notices have gone to every household with an active patient.
5. Six consecutive full Saturdays and handover: accepted when six Saturdays run with all three roles filled and the practice manager signs the handover.
Exclusions
Arranged by the source of pressure, each with who will ask and where the request goes.
From partners:
1. Sports physicals. Likely requested in August by partners whose patients' families ask. Redirected to weekday appointments, with extra August slots offered by the practice.
2. Chronic disease follow-up visits. Requested by partners hoping to reduce weekday backlog. Redirected to weekday scheduling; the session is for acute problems.
3. Sunday hours. Requested if Saturdays are busy. Redirected to a review after the project ends, as an operational decision.
From patients:
4. Sutures beyond simple repairs, such as layered closures or wounds near the eye. Redirected to the regional emergency department under the transfer procedure.
5. Controlled substance prescriptions. Redirected to the patient's own clinician on a weekday.
6. Imaging. The clinic has no X-ray on Saturdays; suspected fractures are splinted and referred.
7. Infants under six months with fever. Redirected to the emergency department, following the practice's weekday policy.
From the board and outside parties:
8. Workplace injury visits and drug screens for employers. Redirected to the occupational health clinic in the county seat.
9. The Stanwick branch. Requested by Stanwick patients. Considered only after the main clinic session is stable.
An exclusion that names who will ask for it is far more likely to hold than one that simply lists a service as out of scope.
What Patients Are Told About Scope
The phone message and website notice describe the session in plain terms: Saturday morning care for new, minor illnesses and injuries, no appointment needed. They also say what the session does not offer, such as physicals, prescription refills for ongoing conditions and X-rays, so patients do not make the trip for something the clinic cannot do. Front desk staff receive a one-page script listing each exclusion and the place to redirect the request, which keeps answers consistent across shifts and spares the nurse practitioner from turning patients away at the exam room door.
Assumptions
1. The landlord will provide heat on Saturday mornings for an agreed fee; the building's system is otherwise off on weekends.
2. The town pharmacy will keep its agreed Saturday hours.
3. The nurse practitioners will staff the rota under their existing contracts with a pay differential.
Constraints
1. Budget ceiling of 32,000 dollars.
2. Opening target of week 12.
3. No reduction in weekday staffing.
Change Control
Any request to add a service, extend hours or change the site goes to the project manager in writing and is decided by the managing partner. The project manager may not approve scope changes alone. Project management guidance treats a clear scope baseline and a change process as the main defense against gradual expansion of work (Project Management Institute [PMI], 2021), and the exclusions above are the first line of that defense.
Why Exclusions Matter in a Small Practice
In a four-partner practice, a single partner's request can feel like an instruction. Without written exclusions, the Saturday session could accumulate services one hallway conversation at a time until it no longer fits the staffing or budget. Project texts count gradual, unapproved additions among the leading reasons projects overrun, especially when changes are small and informal (Kerzner, 2017).
References
42 C.F.R. § 493.15 (2024). https://www.ecfr.gov/current/title-42/chapter-IV/subchapter-G/part-493/subpart-A/section-493.15
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.
Reading the HS 460 Unit 3 instructions
Unit 3 moves from authorization to boundaries, with a scope statement covering a product description, deliverables with acceptance criteria, exclusions, assumptions, constraints and a change process. Three pages is typical. Describe the product from the user's point of view so readers know what the project will produce. Give every deliverable an acceptance test that ends arguments about whether it is finished. Spend real effort on exclusions: list them, explain why, and note who will ask and where you will send them. Separate assumptions, which could prove false, from constraints, which are fixed. Say who decides changes and how requests travel. Carry exclusions into patient or staff messages where they matter.
Inside the HS460 Unit 3 example
The product description walks a Saturday patient from check-in to discharge or transfer, noting waived tests under federal laboratory rules. Five deliverables follow with acceptance tests. Nine exclusions are grouped by pressure from partners, patients and outside parties, each with who will ask and where it goes, and the highlighted sentence explains why naming the asker makes exclusions hold. A section shows how exclusions reach patients and front desk scripts. Assumptions about heat, pharmacy hours and staffing, three constraints and a change control rule follow, citing project management guidance. A closing section explains why exclusions matter in a four-partner practice. Acceptance tests are written so a walk-through or a record can settle each one.
Where the points sit in the HS460 Unit 3 rubric
Graders of a scope statement tend to weigh how clearly the product is described, quality of acceptance criteria, strength of exclusions, assumptions and constraints, and change control. Exclusions and acceptance criteria often weigh most, because they are what protect the project from creep and disputes. The product description earns credit when it describes what users experience. Assumptions should be specific enough to fail. Change control is judged on whether it names who decides and how requests arrive. Linking scope to staff and patient communication adds points. Organized tables and citations complete the grade. Statements that list deliverables without tests or exclusions without reasons tend to lose points. Exclusions that also reach patient notices and front desk scripts are a frequent source of extra credit.
HS460 Unit 3 help: mistakes that cost points
Scope statements most often disappoint when they offer an exclusions list with no reasons or no plan for requests. Another is deliverables that cannot be tested. Some students mix assumptions and constraints. Change control may say the sponsor decides without saying how a request reaches the sponsor. Product descriptions sometimes describe tasks instead of what the user receives. Exclusions often stay on paper and never reach the staff who face requests. With a different project, perhaps a vaccination clinic or a new referral line, list who is likely to push the boundaries, and we will write exclusions that answer each of them.
Get an HS460 Unit 3 example written to your instructions
Scope depends on the service being launched, so send the project description or charter from Unit 1, the Unit 3 instructions and your rubric. Expect the statement within 24-48h, the first one at no cost, its exclusions written with reasons and destinations, its deliverables paired with tests your later units can use. 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 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
- HS460 Unit 10: Project Closeout Report
- HS450 Unit 3: SWOT Analysis
HS460 Unit 3 questions, answered
How many exclusions does a scope statement need?
Enough to cover the additions people are likely to request, which usually means five to ten for a small clinical launch. The example lists nine, found by asking who would push on the boundary: partners, patients, staff and the board. An exclusion nobody would ever request adds little, so aim at the realistic pressures rather than padding the list.
Why is the landlord's heating an assumption rather than a constraint?
Because the plan depends on it without anyone having confirmed it in writing. The budget ceiling and the opening before flu season are limits the practice set for itself, and they will not change on their own. The heating arrangement could fall through, so the example lists it with an owner who checks it, and it reappears in the risk register if confirmation stalls.
Should clinical services be defined in detail?
Enough that a medical assistant working a Saturday could tell whether a patient fits. The example names the conditions in scope, the rapid tests available and the age floor, then relies on a separate triage protocol for clinical judgment. A scope statement is not the protocol, but it should not leave the boundary to guesswork either.
Where can I find a free HS460 Unit 3 sample paper?
You can read the whole Unit 3 scope statement here, with a patient-eye product description, acceptance tests and nine exclusions grouped by who will ask.
Why should exclusions name who will request them?
Because knowing who will push and where to send the request prepares the project manager for the actual conversations, which is when scope is won or lost.