project management for the health & safety professional

Certified Health and Safety Consultant

Certification Course

Project Management for the Health & Safety Professional

Canadian Society of Safety Engineering.

Project Management for the Health and Safety Professional


Manual - Table of Contents

Introduction: • Examination Instructions • CHSC Exam Rubric • Guidelines on Collaboration, Plagiarism and Citing Sources on

CHSC Exams

Tab 1: Instructor Slides Tab 2: Participant Guide Tab 3: Appendix

CSSE . Canada’s Safety, Health and Environmental Practitioners

CERTIFIED HEALTH & SAFETY CONSULTANT (CHSC) Designation Courses

© The CHSC Logo and ‘Proven Leadership in OHSE’ may only be used by CHSCs in Good Standing identified by the Canadian Society of Safety Engineering on its website www.csse.org. Use of the logo or claim to the designation by other individuals is deemed to be misrepresentation.

PLEASE READ CHSC EXAM INSTRUCTIONS IN ITS ENTIRETY

You are required to copy & paste the following Statement to the end of your completed Exam.

Statement of Independent Completion I attest I have read and understand the Final CHSC Exam Instructions below and this is my own,

independently completed Exam. I have read and understand CSSE’s policy ‘Guidelines on Collaboration, Plagiarism, and Citing Sources’. Any and all collaboration and outside resources

are acknowledged therein. Dated: (insert date of transmission) Name: (insert full name)

Course Location/Date: (insert city/date of course) This Exam took me a total of ____ hours to complete.

1. Time Limit: Candidates completed exams are to be emailed to the CSSE office within 30 days of exam receipt. Exam submissions are to be sent to: [email protected] Deadline:

This exam deadline is final. Only documented emergencies will be considered by the CSSE as extenuating circumstances for any written request for extension. Note: delay in opening the exam after delivery, new or added work requirements, and holidays/vacation are not considered extenuating circumstances.

Questions concerning the exam or the course must be addressed to the CSSE Office and not to the course Instructor.

2. Within 5 (five) business days of the completed exam being received at the CSSE Office, a confirmation receipt e-mail will be sent to the candidate. It is the responsibility of the candidate to contact the CSSE Office if he/she has not received this confirmation e-mail.

3. Before starting, candidates are encouraged to check that this exam is complete and appropriate to the course. The course name and number of pages or questions is noted in the header of the exam. Please ensure your name is inserted on the top of each and every page of the exam you submit and that you have inserted or attached and completed the Statement of Independent Completion. Exams not including the Statement will be returned.

4. The exam is an “open book” exam. Candidates may wish to review course modules and resources and their personal notes, and are encouraged as well to consult outside resources as a demonstration of continuous learning. Important Note: Resources and/or collaboration outside the course must be acknowledged at the end of any response where candidates have demonstrated extended learning, e.g., title and author of a book or article, or a website URL, name and location of an expert or colleague, etc.

http://www.csse.org/

mailto:[email protected]

CERTIFIED HEALTH & SAFETY CONSULTANT (CHSC) Designation Courses

© The CHSC Logo and ‘Proven Leadership in OHSE’ may only be used by CHSCs in Good Standing identified by the Canadian Society of Safety Engineering on its website www.csse.org. Use of the logo or claim to the designation by other individuals is deemed to be misrepresentation.

For example: “I am indebted to book x by author y, page z for assisting me in developing a fuller response to this question.” “At www.acme-resources.org there is an excellent discussion of xyz in regard to disclaimers.” “Joan Doe with me at Deer Company suggested that ‘x’ is a compounding issue when it comes to writing a client proposal”. “In Linked-In several colleagues were discussing outrage management strategies and I particularly liked x because y.”

a. Candidates are honour-bound to write the Exam and phrase their responses on their own.

b. Consequences of failing to acknowledge collaboration or outside resources, copying,

plagiarism, or other behaviour deemed unethical may result in denial of credit for the course or removal from the CHSC Program.

c. It is also deemed unethical behaviour to provide an Exam template of this or any other CHSC Exam, or responses to questions in any CHSC Exam at any time to other OHSE professionals.

5. Candidates are to submit the attached project plan, fully completely, for a project of their own choosing,

but cannot use the classroom Pur Tek Waters Project. The selected project must be sufficiently large and complex so as to allow completion of all sections of the project plan. The WBS must have at least 4 deliverables at the “0” level and needs to be detailed enough to have at least 4 subsequent lower levels.

6. How much should I write in response to a question?’ The examiner expects a “short essay style” response to each question. Candidates are encouraged to write focused and complete sentences although bullet form and charts may sometimes be used where appropriate. Professional-looking formatting, and writing devoid of spelling and grammatical errors, enhances your reputation as a consultant and should be modeled in your submission.

7. Read the requirements of a question carefully for the meaning of guiding words such as “identify”, “describe”, and “explain”. Specific examples may also help illustrate your meaning and demonstrate deeper understanding. Never assume the Examiner will ‘know what I mean’. Also, some questions may be asking for more than one thing – watch for “and”. When in doubt, elaborate, but don’t stray too far beyond the purpose of the question - it’s not a treatise that is expected.

8. We advise that you complete the exam in MSWord format and submit by e-mail as provided above. The exam may be faxed, if necessary, to the CSSE office at (416) 646-9460 Attention: CHSC Exam Submission, although this may lengthen delivery and assessment of the exam.

9. Candidates seeking CHSC certification through this course must achieve 75% or better on the exam. The CSSE office will inform candidates of their standing in writing by an official CSSE transcript and, if necessary, of any appeal procedures for exams scoring below 75%. Scores 75% and above, or scores below 70%, cannot be appealed.

10. Candidates who receive a final course mark below the CHSC standard of 75% must re-take the full course in order to challenge the exam again. A course may be re-taken at half the normal course fee. A candidate who fails a course exam on three separate occasions will be denied further opportunity in the CHSC program.


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Canadian Society of Safety Engineering (CSSE)

CSSE Education Steering Committee, November 2012

Guidelines on Collaboration, Plagiarism and Citing Sources on CHSC Exams1

There is a clear line between collaborating and discussing issues and approaches in response to a

CHSC Exam and using material or answers or copying solutions from others. CSSE’s CHSC Exam

Instructions clearly encourage using outside resources as a demonstration of continuous learning, but stipulate:

resources and/or collaboration outside the course must be acknowledged; and

all assignments must be written individually.

Students are warned of the consequences of failing to acknowledge collaboration or outside resources,

copying and plagiarism.2

What is Plagiarism?

Many people think of plagiarism as copying another's work, or borrowing someone else's original

ideas. But terms like ‘copying’ and 'borrowing’ can disguise the seriousness of the offense.

The Merriam-Webster Online Dictionary3 defines "plagiarize" as meaning to:

steal and pass off (the ideas or words of another) as one's own

use another's production or material without crediting the source

commit literary theft

present as new and original an idea or product derived from an existing source

Common synonyms for plagiarism found on the Internet include ‘appropriation’, ‘impersonation’,

‘infringement’, ‘piracy’, ‘intellectual fraud, ‘imposture’, ‘counterfeiting’, ‘theft’, ‘borrowing’,

‘lifting’, ‘cribbing’, and ‘passing off ’ - none are praiseworthy.

All of the following activities are considered plagiarism:

turning in someone else’s exam, in whole or in part, as your own

copying words or taking ideas from someone else without giving credit

giving incorrect information about the source of an idea or a body of words

changing words, but copying the sentence structure of a source without acknowledging the

source

copying so many words or ideas from a source that it makes up the majority of your work,

whether you give credit or not

It should be noted that the CSSE not only warns against the plagiarist, but advises that the person

who shares any CSSE exam template or responses to questions from any course exam is considered

to have aided and abetted unethical behaviour.

How can copying or using someone else’s material actually hurt someone?

The reality is that plagiarism and unacknowledged use of someone else’s thinking is an act of fraud.

It involves both stealing another's intellectual property, and lying about it afterwards, claiming the



words and thoughts entirely as one's own. This violates the principles of conduct and ethics that

Members of the Canadian Society of Safety Engineering and future holders of the CHSC designation

vow to uphold4. Unethical exam writing behaviour on the part of the OHSE professional calls into

question the integrity of the individual and the integrity of the profession.

When do I need to cite?

Whenever you borrow words or ideas, you need to acknowledge their source. The following

situations almost always require citation, whenever you:

employ quotes

paraphrase

use an idea that someone else has already expressed

make specific reference to the work of another

use someone else’s ideas or work that are important in developing your own ideas

When in doubt, acknowledge and cite sources

Of course you want to get credit for your own ideas. And you don't want your Instructor to think that

you got all of your information from somewhere else. But if it is unclear whether an idea in your

paper really came from you, or whether you got it from somewhere else and just changed it a little,

you should always cite your source. Instead of weakening your paper and making it seem as if you

have fewer original ideas, this will actually strengthen your paper by:

showing you read and discuss with others beyond the course materials

demonstrating that you are not just copying other ideas but are processing and adding to them

lending outside support to the ideas that are completely yours, and

highlighting the originality of your ideas by making clear distinctions between them and

ideas you have gotten elsewhere

Acknowledging the contribution of colleagues

If you’ve discussed the exam and possible approaches to respond to it with colleagues, whether they

took the course with you or not, say so at the beginning. Provide the name of the individual(s), his or

her location, and the approximate dates that discussions occurred. Sharing actual exam material or

“exam by committee” in any form is counter to the Statement of Independent Completion required by

all CHSC candidates.

Citing style or protocol

Documentary-note style is the standard form of documenting sources. It involves using either

footnotes or endnotes such as used in this guideline, so that information about your sources is readily

available to your readers but does not interfere with the flow of your work. Parenthetical style

where the citation is noted directly after the use of a quote or someone else’s idea is also acceptable,

e.g. (Dianne Dyck, Occupational Health & Safety, 2nd edition, p. 1301)



A note on “net-scraping”

Finding information on the Internet is a valuable skill, but with the wealth of information available

online comes the temptation to simply copy and paste and to avoid original analysis and

interpretation. Anyone with some basic knowledge can find information on the Internet - it’s what

the student does with the information that is important. All Internet sources should be cited,

minimally with the site URL, but preferableywith the full Internet address, e.g.

http://www.cssewiki.org/Accident-Investigation.

“I couldn’t find the source” is not excusable by the professional. Your readers should be able to add

to their knowledge by returning to the whole article or to the whole website.

A note on “paraphrasing”

A paraphrase is a restatement in your own words of someone else's ideas. Changing a few words of

the original sentences does not make your writing a legitimate paraphrase. You must change both the

words and the sentence structure of the original, without changing the content. Also, you should keep

in mind that paraphrased passages still require citation because the ideas came from another source,

even though you are putting them in your own words.

The purpose of paraphrasing is not to make it seem like you are drawing less directly from other

sources or to reduce the number of quotations in your paper. It is a common misconception among

students that you need to hide the fact that you rely on other sources. Actually it is advantageous to

highlight the fact that other sources support your own ideas. Using quality sources to support your

ideas makes them seem stronger and more valid.

1CSSE acknowledges the inclusion of original material in this guideline, with permission as long as the URL is

included “in the interest of disseminating this information as widely as possible” (www.plagiarism.org).

Plagiarism.org, whose mission is to help people restore integrity to written work, has numerous articles for students

and instructors on identifying, managing, and preventing plagiarism and well worth exploring the issue in more

depth.

2“

Consequences of failing to acknowledge collaboration or outside resources, copying, plagiarism, or other

behaviour deemed unethical may result in denial of credit for the course or removal from the CHSC Program”

(CHSC Exam Instructions, Canadian Society of Safety Engineering)

3 http://www.merriam-webster.com/dictionary/plagiarize

4 In particular, the CSSE Code of Ethics states that with other Members and the Society, Members shall “truthfully

represent their own work and acknowledge collaboration and external sources of information and guidance.”

Two tenets of the CHSC Code of Practice are that designation holders will “conduct themselves in a manner that

maintains the highest degree of integrity, honesty, fairness and quality in their businesses” and “uphold the honour

and dignity of the health and safety profession”.

Project Management for the Safety Professional

Certified Health and Safety Consultant

Certification Course

CSSE .

Canada’s Safety, Health and Environmental Practitioners


Participant Guide


Forward

_______________________________________________________________________________________________

© 2015 CSSE – No Reproduction Without Permission Page 1 of 52

Foreword

Welcome to the Canadian Society of Safety Engineering Project Management for the Health and Safety Professional course, one of six courses leading to the Certified Health & Safety Consultant (CHSC) designation program.

CSSE’s Certification courses are developed through the efforts of many individuals. Specifically, CSSE wishes to acknowledge the following individuals for their significant contribution to the development of this course.

Tammy Moore

****

****

CSSE seeks to offer the highest quality professional development opportunities for safety and health professionals. We invite your questions and comments about the course and its content to assist us in updating our courses and ensure they are meeting Participant needs.


www.csse.org

468 Queen Street East, LL-02, Toronto, Ontario, Canada M5A 1T7

(416) 646-1600

[email protected]

Edition Date: January 2012

Revision Date: Rev 4, March 30, 2015

These training materials are the property of the CSSE and are for the exclusive use by the CSSE in conjunction with the associated instructor guidelines. These materials may not be published or distributed without the written consent of the CSSE. Anyone other than the course attendee who receives a copy of these materials is hereby advised of the limitations concerning its contents which may require professional interpretation of 3rd party release of information.

All materials from third parties are used with expressed authorization for this course. Any inquiries regarding reproduction or retransmission of materials require expressed authorization from the CSSE or affected third parties.



_______________________________________________________________________________________________

© 2015 CSSE – Participant Guide No Reproduction Without Permission Page 2 of 52

Contents

Module 1: Introduction

Module 2: Project Fundamentals

Module 3: Project Influences

Module 4: Initiation Phase

Module 5: Planning Phase

Module 6: Implementation Phase

Module 7: Closure Phase

Module 8: Wrap-up

Review Final Exam requirements


Introduction

_______________________________________________________________________________________________


MODULE 1 Introduction

Module Outline:

Instructor introduction

Emergency exits, washrooms, First aid (who is certified) , etc.

Participant introductions

Learning Objectives

Schedule

To Receive Completion Credit

This course is aligned with PMI’s PMBOK®

Module Learning Outcomes

Course participants will be:

Participant introductions

Learning Objectives

Schedule

To Receive Completion Credit

Module Performance Outcomes

NA

Module Material Required

Visual aids: Presentation software.

Course Workbook

Handouts: N/A


_______________________________________________________________________________________________


Notes:


_______________________________________________________________________________________________


Ground Rules (Culture of the Room)

There is an expectation that all participants will ensure the following ground rules are followed.

Please include any others that you feel are important during the discussion and they will be

posted on the board.

1. Mutual respect

2. Tolerance for a diversity of opinions and experiences

3. Respectful processes in discussion

4. Punctuality – Discuss breaks, lunch timing, start of day 2

5. Cell phones

The Course

The purpose of this two-day course is to provide the OHSE practitioner, whether an internal or

external consultant, with the introductory knowledge, skills and tools for project management

based on adult learning principles.

The emphasis of this course is intended for Safety Professionals who do not have a

professional background in project management, but who may oversee a variety of small or

large projects. This course will introduce unique characteristics and fundamentals of project

planning and management; examining influences required for a successful project

management; terminology, project justification, setting scope and goals, project plans and tools

(including project charter, work breakdown structure, risk register, stakeholder analysis etc.),

implementing project plans, controlling project, and applying soft skills of project management

that included team building and communication.

Aligned with the Project Management Institute (PMI®) A Guide to the Project Management Body

of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013.

The course is a required course in the CSSE Certified Health and Safety Consultant (CHSC)

Program.


_______________________________________________________________________________________________


Course Objectives

Course participants will be able to:

• Use the terminology and processes of modern project management

• Communicate the business justification for your safety project

• Prepare a complete and accurate project plan for your safety projects

• Facilitate team discussions to learn from the PM experiences of others

• Present an organized approach to safety projects

• Achieve your CHSC designation!

Instructional Methods

This course will utilize numerous teaching techniques which include analysis of health and

safety programs, videos, group problem solving, class discussions, and individual or group

Participant presentations. Lectures will be used to supplement and clarify theoretical or

analytical concepts.

Participant Guide

The Participant Guide has been developed to provide participants with the material they need to

fully participate in this course.

The Participant Guide is a resource that includes tools and information required to complete all

activities and exercises.


_______________________________________________________________________________________________


Requirements for Passing the Course

Advise Participants that they will be monitored for progress through the course and should:

1. Attend all instructional sessions

2. Participate throughout the course

3. Complete the take home exam

The Marking Scheme

Please read CHSC Exam Instructions in its entirety. Instructions can be found at the front of the

Participants binder.

Take home exam

Complete project plan

Due 30 days after course completion

75% to receive CSSE credit (final exam 100% total final mark)

Final exam will be emailed from CSSE with 5 business days from last day of course. Please contact CSSE office if you do not receive an email with the exam attached.

Participation is expected!

The Manual

This manual is designed to work in conjunction with different learning techniques. The use

of icons through the manual will assist the participant to easily identify key learning points.

Watch for these icons:

Write one learning outcome that you would like to achieve by the end of the course.


Project Fundamentals

_______________________________________________________________________________________________


MODULE 2 Project Fundamentals

Module Learning Outcomes Course participants will be able to:

1. Define what is a project; and

2. Define what project management (scope, constraints, roles)

3. Explain what is PMI and PMBok


Module Quiz


Visual aids: Presentation

Course Workbook: notes, module quiz

Handouts: N/A

What is a Project?

A temporary endeavour undertaken to create a unique product, service or result

*PMBOK® 2015

Product or service is different in some way from other product or services.

Has a Start and a Finish, not an ongoing effort

The start is the time when the project is initiated and its concept is developed. The end is reached when all objectives of the project have been met (or unmet if it’s obvious that the project cannot be completed – then it’s terminated).

Creases when objective is attained, Team is disbanded.

Constrained by limited resources (Time, cost, materials…_)

Scope: defines what will be covered in a project.

Resource: what can be used to meet the scope.

Time: what tasks are to be undertaken and when.

Quality: the spread or deviation allowed from a desired outcome.

Risk: defines in advance what may happen to drive the plan off course, and what will

be done to recover the situation.


_______________________________________________________________________________________________


Unique Deliverable(s). project aims to produce some deliverable(s) which can be a product, service, or some another result. Deliverables should address a problem or need analyzed before project start.

Projects help us make desired changes in an organized manner and with reduced probability of failure.

Projects differ from other types of work (e.g. process, task, procedure).

A project is defined as a specific, finite activity that produces an observable and measurable result under certain preset requirements.

Progressive Elaboration

“ iterative process of increasing the level of detail in a project management plan as greater amounts of information and more accurate estimates become available” *PMBOK® 2015, Glossary

With the progress of a project, continuous investigation and improvement become available, and all this allows producing more accurate and comprehensive plans.

A key characteristic of a project means that the successive iterations of planning processes result in developing more effective solutions to progress and develop projects.

Project is always developed in steps and continuing by increments.

Types of Projects

Client Driven

Administrative

Safety Base

Internally or externally driven

Size: small, medium, large

Construction

Computer Software Development

Design of Plans

Equipment or System Installation

Event

Maintenance of Process Industries

New Product Development

Research


_______________________________________________________________________________________________


Projects Vs Operational Work

Ongoing operations do not have an end,

Projects can initiate ongoing operations or vice versa (new projects)

Projects do not require a constant level of effort as operations do

Project Context

Input: “Any item, whether internal or external to the project that is required by a process before that

process proceeds. May be an output from a predecessor process.” *PMBOK® 2015, Glossary

Output: “A product, result, or service generated by a process. May be an input to a successor process.”

*PMBOK® 2015, Glossary

Project Methodology

Objective is to provide a standard method and guideline to ensure projects are conducted in a disciplined, well-managed, and consistent manner that promotes the delivery of products, services, results in a project that are completed on time and within cost.

Process determined to manage project.

Examples: system of practices, technology, procedures, rules, project life cycle

Is a scientifically-proven, systematic and disciplined approach to project design, execution and completion.

Project methodology is to allow for controlling the entire management process through effective decision making and problem solving, while ensuring the success of specific processes, approaches, techniques, methods and technologies.

Provides a common language for communicating and planning prior to the start of the project work.

Establishes a means for managing projects more efficiently.

Leads to effective project outcomes which achieve objectives.

Builds on a set of best practices learned over time.

Methodology – “A system of broad principles or rules from which specific methods or procedures may

be derived to interpret or solve different problems within the scope of a particular discipline. Unlike an

algorithm, a methodology is not a formula but a set of practices.” *BusinessDirectory.com


_______________________________________________________________________________________________


Why the PMBOK is NOT a Methodology PMBOK has two objectives:

– Identify and describe the generally accepted current project management body of knowledge – Provide a common language within the professional practice

Generally accepted means: – Applicable most of the time – Wide consensus about their value and usefulness – Generally accepted does NOT mean: Applicable to all projects – Project management team is always responsible for determining what is appropriate for any

given project

PMBOK is an American National Standards Institute (ANSI) standard – “A Guide to the Project Management Body of Knowledge”. The processes described in PMBOK are “a generally accepted set of good practices that may be used on most projects most of the time” (PMBOK)

The project management team is always responsible for determining what is appropriate for any given project

Methodology expands on this by defining the, what, how, who, when and how much.

Expect organisations to tailor and adapt the methodology to meet their needs at any particular time

One size does not fit all projects!

Examples of Different Types of Methodology:

PRINCE2: process-driven methods and documentation-oriented approaches that allow driving various projects in the private sector. It was developed the UK Government.

CPM: Critical path method (CPM) explores the most important or critical tasks of a project by defining possible activity sequences and estimating the longest duration of each sequence.

WATERFALL: is a sequential design process, is seen as flowing steadily downwards (like a waterfall) through the phases of Conception, Initiation, Analysis, Design, Construction, Testing, Production/Implementation and Maintenance.

o Model originates in the manufacturing and construction industries: highly structured physical environments

Lean: Lean PM methodology intends to maximize customer value and minimize resource waste. This approach achieves perfection in customer satisfaction and optimized process flow that eliminates waste in products, services, transportation, inventories, etc.

Six Sigma: The method of Six Sigma was originally developed by Motorola to improve its production processes by eliminating defects. Ensuring the accuracy and speed of a process’s implementation through eliminating or minimizing waste.

CCPM: Critical Chain Project Management (CCPM) is the way to plan, implement and review various kinds of work in single- and multi-project environments.

SCRUM: In a SCRUM-driven project, the deliverables are broken down into 30-day intervals. This methodology example is specific and applicable mainly to collaborative, 100%-dedicated teams, with no heavily constrained time and materials budget.

http://www.mymanagementguide.com/project-management-basics/critical-path-project-management/

http://en.wikipedia.org/wiki/Sequence

http://en.wikipedia.org/wiki/Design

http://en.wikipedia.org/wiki/Waterfall

http://en.wikipedia.org/wiki/Analysis

http://en.wikipedia.org/wiki/Software_design

http://en.wikipedia.org/wiki/Software_testing

http://en.wikipedia.org/wiki/Implementation

http://en.wikipedia.org/wiki/Software_maintenance

http://en.wikipedia.org/wiki/Manufacturing

http://en.wikipedia.org/wiki/Construction

http://www.mymanagementguide.com/project-management-basics/lean-thinking-project-management-six-sigma-agile-models/

http://www.mymanagementguide.com/project-management-basics/six-sigma-project-management-definition-cycle-success-factors


_______________________________________________________________________________________________


Project Management

is the art of planning, controlling and executing a project in a way that ensures successful delivery of the desired outcome.

Projects are separate to business-as-usual activities, requiring people to come together temporarily to focus on specific project objectives. This is the reasoning behind the need for effective teamwork is central to successful projects.

Project management has a number of benefits to both the host organization and the people involved in delivering the project.

o provide a greater likelihood of achieving the desired result;

o ensure efficient and best value use of resources;

o satisfy the differing needs of the project’s stakeholders.

The core components of project management are:

defining the reason why a project is necessary;

standard method & guideline to ensure project is conducted in a disciple, well-managed, and consistent manner to promote delivery of product, services, results in the project;

capturing project requirements, specifying quality of the deliverables, estimating resources and timescales;

having a justification process;

securing corporate agreement and/or client and funding needed;

developing and implementing a management plan for the project;

leading and motivating the project delivery team;

managing the risks, issues and changes on the project;

monitoring progress against plan;

managing the project budget;

maintaining communications with stakeholders and the project organization;

provider management;

closing the project in a controlled fashion when appropriate.


_______________________________________________________________________________________________


Project Management Institution (PMI)

Project Management Body of Knowledge (PMBoK) 5th Edition

PMBok has 10 Area’s of Knowledge

set of standard terminology and guidelines

47 sub process groups within 10 areas of knowledge

Inputs:

“Any item, whether internal or external to the project that is required by a process before that process proceeds. May be an output from a predecessor process.” *PMBOK® 2015, Glossary

example: documents, plans, designs, etc.

Tools & Techniques

mechanisms applied to inputs

example: Life cycle, Work breakdown structure, expert judgement, organizational chart, meetings

Outputs

“A product, result, or service generated by a process. May be an input to a successor process.” *PMBOK® 2015, Glossary

Example: documents, products, etc.

PMI 10 Knowledge Areas:

1. Project Integration Management : Project Integration Management includes the processes and

activities needed to identify, define, combine, unify, and coordinate the various processes and

project management activities within the Project Management Process Groups.

2. Project Scope Management : Project Scope Management includes the processes required to

ensure that the project includes all the work required, and only the work required, to complete

the project successfully.

3. Project Time Management : Project Time Management includes the processes required to

manage the timely completion of the project.

4. Project Cost Management : Project Cost Management includes the processes involved in

planning, estimating, budgeting, financing, funding, managing, and controlling costs so that the

project can be completed within the approved budget.

5. Project Quality Management : Project Quality Management includes the processes and

activities of the performing organization that determine quality policies, objectives, and

responsibilities so that the project will satisfy the needs for which it was undertaken.

http://en.wikipedia.org/w/index.php?title=Project_Integration_Management&action=edit&redlink=1

http://en.wikipedia.org/w/index.php?title=Project_Scope_Management&action=edit&redlink=1

http://en.wikipedia.org/w/index.php?title=Project_Time_Management&action=edit&redlink=1

http://en.wikipedia.org/wiki/Project_cost_management

http://en.wikipedia.org/w/index.php?title=Project_Quality_Management&action=edit&redlink=1


_______________________________________________________________________________________________


6. Project Human Resource Management : Project Human Resource Management includes the

processes that organize, manage, and lead the project team.

7. Project Communications Management : Project Communications Management includes the

processes that are required to ensure timely and appropriate planning, collection, creation,

distribution, storage, retrieval, management, control, monitoring, and the ultimate disposition of

project information.

8. Project Risk Management : Project Risk Management includes the processes of conducting risk

management planning, identification, analysis, response planning, and controlling risk on a

project.

9. Project Procurement Management : Project Procurement Management includes the processes

necessary to purchase or acquire products, services, or results needed from outside the project

team

10. Project Stakeholders Management : Project Stakeholder Management includes the processes

required to identify all people or organizations impacted by the project, analyzing stakeholder

expectations and impact on the project, and developing appropriate management strategies for

effectively engaging stakeholders in project decisions and execution.

http://en.wikipedia.org/w/index.php?title=Project_Human_Resource_Management&action=edit&redlink=1

http://en.wikipedia.org/w/index.php?title=Project_Communications_Management&action=edit&redlink=1

http://en.wikipedia.org/wiki/Project_Risk_Management

http://en.wikipedia.org/w/index.php?title=Project_Procurement_Management&action=edit&redlink=1

http://en.wikipedia.org/w/index.php?title=Project_Stakeholders_Management&action=edit&redlink=1


_______________________________________________________________________________________________


Module 2 Quiz:

1. Multiple Choice:

What statement best represents what a project is:

A. It has a start, but may not finish

B. Can only be conducted by a third party

C. Temporary endeavour

D. None of the above.

Progress Elaboration:

A. Decreasing level of detail of a project

B. Freezes the project to stop changes to scope.

C. Successive iterations of planning process resulting in greater amounts of information

2. List some types of Safety Projects:

3. What is the difference between a project and operational work?

4: List some project constraints:

5: What is Scope Creep?


_______________________________________________________________________________________________


6. What is Project Management?

7. List the three main roles within a project.

1.

2.

3.


_______________________________________________________________________________________________


MODULE 3 Project Influences


1. Understanding of project organizational influences

2. Define Project success elements

3. Understanding of project life cycle phase and processes groups

4. Complete high level project justification tool


Module Quiz




Handouts: N/A

Organizational Structures

The way a project is structured, will have a profound effect on how the project works.

Each organization has its own culture and style of working.

A. The functional Organization

traditional way of organizing a business,

means that the organization structure is split into its various functions. Example, the main functions such as engineering, marketing, manufacturing, etc, report upwards to the CEO.

Each function has its own staff beneath it. Clearly, an employee reports to only one boss, and the chain of command is vital.

Advantage:

is that people with similar skills, knowledge, and experience are easier to manage,

making work assignments much easier.


_______________________________________________________________________________________________


Disadvantage:

Project manager will have to work with other functions, but to do so with no formal authority.

Several projects at any one time may have to compete for the available resources, and project team members will have their first loyalty with their line or functional manager.

Each function has its own staff beneath it. Clearly, an employee reports to only one boss, and the chain of command is vital.

This type structure is sometimes called a stove pipe type of organization. So-called, because each reporting line is only concerned with their own functions. Problems occur when one function employee needs to speak to another functions employee.

The only way to do this is to escalate upwards to the functional head, then across to the other functional head, and back down again.

Clumsy and inefficient way of working, however each function works as a very effective team and is very goals focused.

B. Projectized Organizations

Each project manager reports directly into the CEO.

Each project manager will have their own full-time team members and staff.

This may only suit an organization where projects were the core business.

Project managers have the ultimate authority over the project.

C. Matrix Organizations

Employees are structured vertically in their functions, but horizontally to a given project manager.

Functional managers look after” pay and rations”, and the project manager gives out work for their projects.

Some compromise is often needed when there is not enough functional staff to serve all projects will need project managers to negotiate with other project managers for resources.


_______________________________________________________________________________________________


From your experience and with your Project Team, discuss and list 5 examples of less-than-

successful factors that have lead safety projects to be less-than-successful projects:


_______________________________________________________________________________________________


Project Life Cycle Phases

Example:

* jdicontracts ltd.


_______________________________________________________________________________________________


Project Management Process Groups

Project Life Cycle Phases

Project Process Groups

Initiation Phase

Initiating

Process

Closing

ProcessInitiating

Process

Closing

ProcessInitiating

Process

Closing

ProcessInitiating

Process

Closing

Process

Closure PhaseImplementation PhasePlanning Phase

Workshop 2

Use the below Project Business Case Template to complete workshop


_______________________________________________________________________________________________


BUSINESS CASE

PROJECT

REQUESTO

R:

DATE:

Executive Summary:

Summarize each of the sections concisely by outlining in point form the:

Problem or opportunity, Solution alternatives, Recommendation solution.

Business Problem:

Outline the fundamental business problem or opportunity which the resulting project will

directly address.

Business Vision, Strategy or Objectives

Business processes or technologies which are not operating efficiently

New Competitor products or processes which have been identified

New technology trends (or opportunities resulting from new technologies introduced)

Commercial or operational trends which are driving changes in the business

Changes to Statutory, legislative or other environmental requirements. ©

Provide any facts or evidence to support the conclusions drawn above.

Business Problem

Provide a summary of the core business problem, including:

A generic description of the core issue to hand

The reasons why the problem exists

The elements which create it (e.g. human, process, technology)

The impact it is having on the business (e.g. financial, cultural, operational)

The timeframes within which it must be resolved. © Business Opportunity Outline the business opportunity which has been identified, including:

A summary of the generic opportunity

Any supporting evidence to prove that the opportunity is real

A timeframe within which the opportunity will likely exist

The positive impact that realization of the opportunity will have on the business.

Alternatives

List alternatives

What if nothing is done?

Proposed Resolution:


_______________________________________________________________________________________________


Provide a summarized description of the option identified. This will include the general

approach to be taken and a summary of the core elements of the solution (e.g. people,

process, organization, technology).


_______________________________________________________________________________________________


Benefit:

Describe the tangible and intangible benefits to the company upon implementation of the solution. One of the

obvious benefits described will be that the business problem / opportunity outlined above will be addressed.

Complete the following table:

Financial New revenue generated

Reduction in costs

$ x $ x

Operational Improved operational efficiency

Enhanced quality of product / service

x % x %

Market© Increased market awareness

Additional competitive advantage

x % Describe

Customer Improved customer satisfaction

Increased customer retention

Greater customer loyalty

Staff Increased staff satisfaction

Improved organizational culture

Longer staff retention

x % Describe x %

Costs:

Describe the tangible and intangible costs to the company upon implementation of the solution.

The costs of the actual project should be included (e.g. equipment procured) as well as any negative

impact to the business resulting from the delivery of the project (e.g. operational down-time).

Approval:

Steering Committee Approval ________________________ ______________________

Executive Sponsor Approval ________________________ ______________________

Signature Date

Signature Date


_______________________________________________________________________________________________


BUSINESS CASE

PROJECT

REQUESTOR:

DATE:

Executive Summary:

Business Problem/Opportunity:

Alternatives:


_______________________________________________________________________________________________


Proposed Resolution :

Benefit:


_______________________________________________________________________________________________


Costs:

Risk:

Approval:

Steering Committee Approval ________________________ ______________________

Executive Sponsor Approval ________________________ ______________________

Signature Date

Signature Date


_______________________________________________________________________________________________


Module 3 Quiz:

1. List CSSE Project Life Cycle phases discussed in class:

2. List PMI’s Project Process Groups:

3. PMI considers which Organizational Structure for projects?

A. Projectized

B. Matrix

C. Functional

4. List 2 purposes of a Project Justification document:


_______________________________________________________________________________________________


MODULE 4 Project Life Cycle Phases - Initiation


1. Understanding and organizing project priorities.

2. Create Stakeholder Register

3. Create a communication plan

4. Create a Project Chart


Module Quiz




Handouts: N/A

Initiation Phase

Is the beginning of the project.

Idea for the project is explored and elaborated.

Feasibility of the project.

Decisions are made concerning who is to carry out the project, which party (or parties) will be involved

The project officially begins at the time of approval from sponsor, giving authority to project manager to start project.

Questions to be answered in the initiation phase include the following:

Why this project?

Is it feasible?

Who are possible partners in this project?

What should the results (scope) be?

What are the boundaries of this project (what is outside the scope of the project)?


_______________________________________________________________________________________________


Stakeholder

“ An individual, group,or organization who may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project.”* Source: PMBOK_Guide_5th Edition

Class Discussion:

List some of a Safety Project’s Stakeholders:

Stakeholder Analysis

Technique used to identify the key people who have interested in project.

Benefits of using a stakeholder analysis:

Not only does this make it more likely that they will support you, their input can also improve the quality of your project

Gaining support from powerful stakeholders can help you to win more resources

Support project will be successful

Communicating with stakeholders early, you can ensure that they fully understand what you are doing and understand the benefits of your project

Stakeholder can support you actively when necessary


_______________________________________________________________________________________________


1. What are the project priorities for Pur Tek Waters Inc. Project?


_______________________________________________________________________________________________


2. Stakeholder Anaylsis

Stakeholder Needs Questions Project Contribution

Sponsor:

Executives:

Functional (Department)

Managers:

Employee: (Committees)


_______________________________________________________________________________________________


Internal:

External:


_______________________________________________________________________________________________


1. Draw Project Organizational Chart.


_______________________________________________________________________________________________


2. Develop Project Communication Plan:

Meetings Participants Frequency

Performance Reports Recipient Frequency

Other Information for

Distribution Person Responsible Frequency

Issue Reoulution Person Responsible Frequency


_______________________________________________________________________________________________


Project Charter

“A document issued by the project initiator or sponsor that formally authorizes the existence of a project

and provides the project manager with the authority to apply organizational resources to project

activities.” *Source: PMBOK_Guide_5th Edition

Formally recognizes (authorizes) the existence of the project, or establishes the project

project does not exist without a project charter

Gives the project manager authority to spend money and commit resources

Designates the parameters within which the project manager has the authority to operate

Provides the high-level requirements for the project

It provides a reference document to make sure everyone is on the same page later in the project

Links the project to the ongoing work of the organization

It ensures the project manager understands the sponsor’s needs

It provides key information needed to get started

Workshop 5

Use the Project Charter Form on next page


_______________________________________________________________________________________________



_______________________________________________________________________________________________


Module 4 Quiz:

1. A Project Charter is issued to:

A. explain the feasibility phase

B. Initiate the planning phase

C. Terminate the project

D. Authorize the project to proceed

2. Project Stakeholders may included:

1. Users, such as the eventual user of the project result

2. Those who want to stop the project

3. Partners, such as in joint venture projects

4. Possible suppliers and contractors

5. Interested groups in society

A. All

B. only 1

C. 1,4,5

D. 1, and 3

3. What items may be seen on a Kick-off Meeting Agenda?


_______________________________________________________________________________________________


MODULE 5 Project Life Cycle Phases - Planning


1. Understanding of what a project plans.

2. Create Work breakdown Structure

3. Importance of scope change

4. Create a Responsibility Assignment Matrix

5. Create Risk Register

6. Create a Milestone Schedule



Course Workbook: notes

Handouts: N/A

Planning Phase

Is to develop an understanding of how the project will be implemented

Plan for acquiring the resources needed to execute it.

Much of the planning activity takes place during the planning phase, the project plan will continue to be adjusted to respond to new challenges and opportunities.

Planning activities occur during the entire life of the project. (Progressive Elaboration)


_______________________________________________________________________________________________


Create PurTek Waters WBS:


_______________________________________________________________________________________________


Team

Task

Project

Sponsor

Project

Manager

Legend:


_______________________________________________________________________________________________



_______________________________________________________________________________________________


Milestone Name Duration

MODULE 6 Project Life Cycle Phases - Implementation


_______________________________________________________________________________________________



1. Project Implementation defined

2. Interpersonal skill needs

3. Importance of Monitoring and Controlling


Module Quiz




Handouts: N/A

Implementation Phase

“carrying out the work,” includes the major activities needed to accomplish the work of the project.

On a construction project, this would include the design and construction activities.

On a training project, this would include the development and delivery of the training.


_______________________________________________________________________________________________


Module 6 Quiz:

1. List key Monitoring and Controlling processes:


_______________________________________________________________________________________________


2. During the planning and implementation phases, there is often a need to conduct trade-offs between

projectives. We ususally think of these trade-offs as being made between_____________________.

A. Cost, deadlines, and resources

B. Customer requirements, design

C. Cost, Schedule(time), and Scope

D. Initiating, planning, and closing

3. List key interpersonal skills to support project managers:


_______________________________________________________________________________________________


MODULE 7 Project Life Cycle Phases – Closure Phase


1. Define closure phase

2. Importance of lesson learned




Handouts: N/A

Closure Phase

“Closing of the project”—represents the final stage of a project.

Project staff is transferred off the project,

Project documents are archived, and the final few items or punch list is completed.

Compete lesson learned Lesson Learned

project lessons learned are the tangible result of an executed "project review",

Taking the project experience and breaking it down into actionable conclusions about what went right, what went wrong, and what could be done better.

Used for continuous improvement.


_______________________________________________________________________________________________


MODULE 8 Project Life Cycle Phases – Closure Phase


1. Course Review

2. Final Exam Review




Handouts: N/A

The final assignment will consist of creating a project plan using template provided my CSSE, which will

be emailed out within 5 business days of the last day of class.

If you do not receive an email by CSSE within that time period, please contact CSSE, not the Instructor.

The final assignment will be due electronically four (4) weeks after the last class. Participants must sign

a “Statement of Independent Study” form indicating that they have completed the assignment

individually.

Final Assignment – Develop a Project Plan with the template provided my CSSE.

Project Plan created using any safety project participants chooses. Could be a project you were involved

in, would like to be involved in or create a project topic.

Develop a checklist to evaluate the Occupational Health and Safety Training Plan to ensure quality

training course design and delivery. The completed checklist for the Occupational Health and Safety

Training Plan must be handed in as part of the assignment.

Participants will:

- Only use Template provide, no additional forms or templates need to be added.

- Save file as last name, course title, date (e.g. Marquis – final exam – assessing 11-13

Successful completion of CHSC courses requires completion of a CHSC Exam with a minimum 75%

standard. Exams require several hours additional time commitment beyond in-class time for the

participant to demonstrate mastery of the course expectations.


Glossary

_______________________________________________________________________________________________


Glossary

Gold Plating - Gold plating means intentionally adding extra features or functions to the products which were not included in the scope statement.

Progressive Elaboration -- *“ iterative process of increasing the level of detail in a project management plan as greater amounts of information and more accurate estimates become available”

Project -- *” A temporary endeavour undertaken to create a unique product, service or result.”

Project Charter -- is a statement of the scope, objectives and participants in a project and is a critical document to ensure that everyone involved in the project is aware of its purpose and objectives.

Project Manager is an individual who is responsible for the planning, organization, resource management, and discipline pertaining to the successful completion of a specific project or objective.

Project Plan -- is a formal important document designed to guide the structure, control and execution of a project and is key to a successful project.

Project Scope – * ” The work that needs to be accomplished to deliver a product, service, or result with the specific feature and functions.”; The how of a project.

Product Scope - * ”The features and functions that characterize a product, service, or result.”; The what of the project.

Project Sponsor -- A senior management role that typically involves approving or supporting the allocation of resources for a venture, defining its goals and assessing the venture's eventual success. Furthermore, a project sponsor might also champion or advocate for the project to be adopted with other members of senior management within the business. Also called an executive sponsor.

Scope Creep - * ”Uncontrolled expansion to scope without adjustments to time, cost, and resources.”

Stakeholder -- are entities that have an interest in a given project. These stakeholders may be inside or outside an organization which: sponsor a project, or. have an interest or a gain upon a successful completion of a project; may have a positive or negative influence in the project completion.

http://www.businessdictionary.com/definition/project-sponsor.html#ixzz3okJgkd1g

*PMBOK® 2015, Glossary

http://www.businessdictionary.com/definition/senior-management.html

http://www.businessdictionary.com/definition/role.html

http://www.businessdictionary.com/definition/allocation-of-resources.html

http://www.businessdictionary.com/definition/goal.html

http://www.businessdictionary.com/definition/success.html

http://www.businessdictionary.com/definition/project.html

http://www.businessdictionary.com/definition/sponsor.html

http://www.businessdictionary.com/definition/champion.html

http://www.businessdictionary.com/definition/advocate.html

http://www.businessdictionary.com/definition/member.html

http://www.businessdictionary.com/definition/business.html

http://www.businessdictionary.com/definition/call.html

http://www.businessdictionary.com/definition/executive.html

http://www.businessdictionary.com/definition/project-sponsor.html#ixzz3okJgkd1g


References

_______________________________________________________________________________________________


References

A Guide to the Project Management Body of Knowledge (PMBOK@ Guide). , 2013 Fifth Edition.

Project Management Institute, Global Standard. Newton Square, PA, 2013 ANSI/PMI 99-001-

2013

Verzuh, The Fast Forward MBA in Project Management. 3rd edition, John Wiley & Sons,

Hoboken, NJ, 2008.

Whitehead, Richard. Leading a Software Development Team – A Development Guide to

Successfully Leading People & Projects. 1st edition Addison-Wesley, London, UK, 2001.

Hill, Gerard M., The Complete Project Management Methodology and Toolkit, 1st Edition CRC

Press, Taylor & Francis Group, An AUERBACH Book, NY, 2010

Construction Extension to The PMBOK@ Guide. Third Edition, 2nd edition, Project Management

Institute, Newton Square, PA, 2007.

ACRONYMS USED IN THIS COURSE

Acronym Full Name BBS Behavior Based Safety

CAPM Certified Associate in Project Management

CEO Chief Executive Officer

CSA Canadian Standards Association

CHSC Certified Health & Safety Consultant

CHRP Certified Human Resources Professional

CSAO Construction safety Association of Ontario

CSSE Canadian Society of Safety Engineering

Est. Estimated

HR Human Resources

H&S Health & Safety

FAQ Frequently Asked Questions

FNLT Finish No Later Than

GHS Globally Harmonized System

ISO International Organization for Standardization

IT Information Technology

Inc. Incorporated

IP Intellectual Property

JHSC Joint Health & Safety Committee

JSA Job Safety Analysis

LPSW Low Pressure Service Water

LTIR Lost-time Injury Report

Mol Ministry of Labour

NGO Non-Government Organization

No. Number

OHS Occupational Health & Safety

OH&SA Occupational Health & Safety Act

OHSAS Occupational Health & Safety Assessment Series

PEng Professional Engineer

Acronym Full Name

PgMP Professional Management Professional

PM Project Manager

PMBOK Project Management Body of Knowledge

PMI Project Management Institute

PMI-SP(SM) Project Management Institute Scheduling Professional

PMI-RP(SM) Project Management Institute Risk Management Professional

PMO Project Management Office

PMP Project Management Professional

PPE Personal Protective Equipment

Prob. Probability

RACI Responsible, Accountable, Consulted, Informed

RAM Responsibility Assignment Matrix

SMART Specific, Measurable, Achievable, Realistic and Time-bound

TASC Training And Safety Consultants

TDG Transportation of Dangerous Goods

TSSA Technical Standards and Safety Authority

TRIR Total Recordable Incident Rate

USD US Dollars

VP Vice-President

WCB Workers Compensation Board

WBS Work Breakdown Structure

WHMIS Workplace Hazardous Materials Information System


Case Study --- PurTek Water Inc. Pure Tek Water Inc. had for the last 25 years been the market leader in water filtration/treatment equipment. The company was started by a group of innovative engineers who continue to lead the company. Five years ago, the company was purchased by one of the largest international holdings companies in the world. Since that time, the company has undergone significant transformation in management systems. The President successfully led the implementation of ISO Quality Management System and Public Accounting standards in order to comply with the parent company requirements. As a result, PurTek Waters achieved the highest ratings within their group of companies. This came at a high cost; employees worked very hard and are not willing to undergo another “corporate initiative”. Employees feel there is a lack of communication from Management regarding any new or old initiatives, and lack buy-in due to the lack of communication. Due to the current economic crisis, many of PurTek Waters’ industrial clients have cancelled orders and are not likely to be in a position to require their products of services for at least a decade. This has focused the attention of the corporate office on PurTek Waters as they look to divest themselves of divisions which are not profitable. The Sales Manager of PurTek Waters, recently has initiated discussions with several large institutional clients who are interested in PurTek Water’s product/services. The client has indicated that as part of their vendor pre-qualification procedure, PurTek Waters must have a Safety Audit conducted by them and that they must pass with at least an 85% rating in order for them to issue a purchase order. This order would be in the range of $100 million for product along with a 10 year service/maintenance contract. If the order comes through, the company would retain its profitability for several years. The President has announced that in order to achieve a passing grade on the audit, a Safety Manager has been hired on contract to prepare for the audit, as well as address any deficiencies identified. The Safety Manager will report to the VP Construction/Services because of his experience with addressing client specific safety requirements. The client has provided a copy of the audit that they will be using in order of PurTek Waters to prepare. The audit is scheduled in 6 months and with a small budget allowance. Safety Manager has had an opportunity to perform a cursory review of PurTek Waters’ safety system and has a copy of the client’s audit tool. After completing the audit, score PurTek Waters with 49%, as shown on the attached result, well below the 85% required to secure the contract. At a meeting with the senior management team, the President asks the Safety Manager to conduct a project business case to better understand both the business need and feasibility closing the gaps identified. Upon completion of the business case the President approves a Project Team the authority to close the gaps identified before the scheduled third party audit in 6 months. The audit shows several substantial gaps in PurTek Waters’ safety program; specifically, in the areas of Hazard Recognition, and Assessment and Control. Your Project Team will have to put together everything involved with the GAP Closure, such as resources, a project plan and implementation of the actions. During your discussion with the Senior Management team, it became evident that no one was responsible for managing the safety program and that each department has their own system. PurTek Waters’ has 375 employees on two shifts, running five days a week. Only this location is involved at this time in preparing for the client HS audit tool. This a non unionized facility. The project is underway; you have 6 months prior to the scheduled client audit.


Senior Management Fergus McInnis, President Fergus has served worked for PurTek Waters for 23 years in various management capacities. He is looking forward to his retirement and spending more time with his wife, children and great grandchildren. Mark Shackell, Vice-President Manufacturing Mark is an Engineer who heads the manufacturing division. He was instrumental in designing the patent for the current products. He would prefer to focus only on his division and does not understand why the company is catering to this client. Dave Andreoplis, Vice-President Construction/Services He first started work with for the company after he graduated from school. Studying part-time, he completed his undergraduate degree in business and graduate degree in business administration. Fergus was his long-time mentor. His division is the most profitable as was responsible for the new opportunity. Susan Walenza, Controller Susan is a Certified Management Accountant and has worked for major construction / service companies for the last 15 years. She just joined PurTek Waters 12 months ago. She has created financial plans for several companies which have brought them from the brink of foreclosure to become market leaders. Don Kahn, Human Resources Manager Don is a Certified Health and Safety Professional and Certified Health and Safety Consultant. He is a graduate of Ryerson University, Occupational Health, and a chair of the local Canadian Society of Safety Engineering Chapter. He has extensive experience in both the construction and petrochemical industries and is the recipient of several awards for safety excellence. He has always worked for organizations that have had an existing safety department/budget. Don has just returned from a temporary work assignment in Dubai and took this Manger’s position because he wanted something different and a challenge. Erin Jewels, Vice-President Operations Erin has been pushing for a safety program for many years, and is eager to work with you. She is one of the founding engineers of the company. Safety Manager, New to the organization, but have just attended a project management course which gave you an edge over other applicants in the competition for this position. Safety Manager sees that if this project is successful there is good possibility for advancement in the company. Other Departments within this facility included: IT Engineering Compliance Department Finance Operations

Revision:

Pur Tek Water Inc.

Project Name: Safety Project

Project Plan Rev. 2

Class Date: Location:

File Number: Prepared by: Project Sponsor or Client Approval: Date:

Overall score: /100

Revision:

Change Control Page

Revision Number

Date of Issue

Author(s)

Brief Description of Change

1

Revision:

Table of Contents

1. Project Overview

1.1 Purpose 1.2 Objectives 1.3 Background 1.4 Scope – Included 1.5 Scope – Excluded 1.6 Constraints 1.7 Assumptions

2. Project (Program) Approach

2.1 Methodology 2.2 Key Stakeholders 2.3 Project Organization Chart 2.4 The WBS 2.5 Change Control 2.6 Communications Plan 2.7 Document Control 2.8 Responsibility Assignment Matrix 2.9 Key Milestones 2.10 Risk Register

Mark for overall clarity and completeness: / 5

Revision:

1. Project Overview

1.1 Purpose Provide a brief statement of the purpose and / or overall vision of the project.

1.2 Objectives Describe what business benefits the project is intended to achieve, or describe the desired end results of the project.

1.3 Background In one or two paragraphs explain how this project was initiated, references to any studies or business cases to justify it, related projects, etc.

1.4 Scope – Included List what the project will include, in terms of functionality, deliverables, procurement, or management.

Revision:

1.5 Scope – Excluded Define the project boundaries: what the project will specifically not address, in terms of functionality, requirements, post-project support, or anything else that a stakeholder might misunderstand as being included. Identify any items that the project requires from others to be successful, but cannot be part of this scope, either due to your PM team’s expertise or budget, or outside of your control.

1.6 Constraints List anything that imposes a limit on this project (deadlines, cost, policies, etc.)

1.7 Assumptions List key assumptions upon which success of this project depends. Part 1 Mark: / 20

Revision:

2. Project (Program) Approach

2.1 Methodology Identify the overall approach to be used to do this project, a defined methodology if there is one (e.g., IS methodology, process improvement methodology), or a description of major project phases.

An initial safety audit has been conducted, where we scored 49%. A team to manage the Safety Audit GAP Closure project will be assembled. The team will identify and implement measures to close the immediate gaps in the next month. In parallel, the manager will develop and finalize this project plan with the assistance of the project team. The services of an external safety auditor will be engaged to conduct an intermediate audit at the end of January. The project team will use the results to gauge their ability to meet the requirements for 85% on the final safety audit. Any gaps not already addressed in the project plan, will be identified and prioritized. There may be a need for re-planning.

2.2 Key Stakeholders

Identify key stakeholders that will influence this project’s success.

Stakeholder Role Name Notes

Executives

Functional (Department) Managers

Employees

Other Internal

Revision:

Stakeholder Role Name Notes

External or “Hidden” Stakeholders

2.3 Project Organization Chart Show team members and the reporting structure for this project. 2.1 - 2.3 Mark: / 10

Revision:

2.4 The WBS A hierarchical breakdown of the project deliverables. Usually developed to 2 – 3 levels of detail.

2.4 Mark: / 25

Revision:

2.5 Change Control Describe how project (program) scope changes will be authorized. 2.5 Mark: / 5

2.6 Communications Plan The plan for communicating with external and internal stakeholders. May include public relations. Issue Resolution describes how issues will be tracked and resolved. Suggestion: Keeps an issues log and review it with the sponsor and team on a regular basis. Performance Reports describes how project (program) status reporting will be done, by whom and how often.

Meetings Participants Frequency

Performance Reports Recipient Frequency

Other Information Distribution Person Responsible Frequency

Revision:

Issue Resolution Person Responsible Response Time

2.6 Mark: / 10

2.7 Document Control Indicate where documents will be stored and file naming conventions for version control. Group documents by type if possible.

Type of Document Storage Location Version Control Convention

Person Responsible

2.7 Mark: / 5

2.8 Responsibility Assignment Matrix Using the RACI model, identify the people involved in the project team and their participation levels on the work packages or deliverables.

Work Package/Deliverable PM Sponsor

Revision:

R = Responsible for completion A = Approves C = Must be Consulted I = Need only be Informed 2.8 Mark: / 5

2.9 Key Milestones Identify a high level schedule for the project, including the start and finish date for the project, and any deliverables that should be completed by a target date.

Phase or Deliverable Est Start Est End

2.9 Mark: / 5

Assessing and Managing Project Risk

Revision:

2.10 Risk Register Choose a response strategy for any Medium or High priority risks.

No. Risk Analysis Response

& Owner Prob. Impact Priority

2.10 Mark: / 5

1 Pur Tek Waters Inc. - Audit Results

SECTION 1: Leadership and Commitment Score

Possible Score

Achieved 1.0.0

1.0.1 Does the employer have a written policy statement that includes management’s commitment to providing a safe and healthy work environment? -management’s commitment to prevent accidents, injuries, and illnesses in the workplace

2 2

*1.0.2 Is the policy statement signed by senior management? -Most senior person on site and/or the company president/CEO 1 1

*1.0.3 Is the policy statement reviewed at least annually and revised as necessary? -Senior management and dated within one calendar year 1 1

*1.0.4 Is the policy statement posted? -At a conspicuous place in workplace – specified safety bulletin board or posting area – not just in a manual

1 1

1.0.5 Does your H&S policy include a statement on environmental protection? -included in policy or a standalone policy 1 1

*1.0.6 Is the policy statement communicated to employees? -part of employee orientation program -minutes of safety meetings -policy signed or initialed by employees -training checklist -company handbook

2 2

1.0.7 Have Health & Safety targets been established within the last 12 months? -proactive/ process related targets -training targets -BBS/Near Miss/HCR targets

1-3 0

*1.0.8 Are the H&S targets reviewed on a quarterly basis and revised as needed? -reviewed by safety rep, JHSC, OHS coordinator 1 0

1.0.9 Are the targets communicated to all employees? -posted on bulletin board -safety meeting minutes -quarterly updates

2 0

1.0.10 Is the actual safety performance relative to the targets communicated to the employees? -posted on bulletin board -safety meeting minutes -newsletter

2 0

*1.0.11 Is the safety performance communicated? (reporting done at least quarterly to receive points) -quarterly report with performance relative to targets -TRIR/LTIR -monthly OHS summary reports

1 0

1.0.12 Have employees been acknowledged for meeting the targets? -letter of recognition -individual performance appraisal -company memo -safety awards/incentive programs tied into safety -minutes of safety meeting

2 0

1.0.13 Has one person, reporting to senior management, been designated as the company safety coordinator? -organizational chart

1 1

Renzo

Typewritten Text

2 COM PANY: Pur Tek Waters Inc.

-job description 1.0.14 Does the safety coordinator have a written job description which includes H&S

roles and responsibilities? -job description 2 2

1.0.15 Are there written disciplinary procedures to deal with health and safety infractions/violations? -progressive discipline procedures (verbal, written, suspension, termination) 2 2

1.0.16 Are the disciplinary procedures followed? -documentation of written warnings, suspension, or termination -supervisory log book (identifying information should be deleted or blacked out) -employee file

1 0

1.0.17 Do senior management personnel receive health and safety/leadership training? -Health, Safety and the Law, BBS, Training in Industry Supervisory, Due Diligence, Leadership, Certification, Root Cause Analysis

1-5 0

1.0.18 Do supervisory personnel receive supervisory skills/leadership training? -Industry Supervisory, Due Diligence, Leadership training, BBS 1-4 0

1.0.19 Does management demonstrate commitment to health and safety regularly by: -monitoring safety suggestions -conducting informal site walkthroughs -attending safety meetings quarterly -attending tool box meetings quarterly

-holding quarterly meetings in which H&S is an agenda item - reviewing and analyzing injury and occupational illness causes

2-10 0

1.0.20 Does corporate take part in your local safety program? -yearly shop/site inspections -employee contacts during inspections -checklist/documentation -share learning’s from site observations/visits

3 0

1.0.21 Do supervisors conduct pre-job safety meetings? -e.g., toolbox/tailgate talks -supervisory log or safety topic list can be used as documentation 2 1

1.0.22 Does the company implement improvements in workplace health and safety? -revised policies/procedures -equipment upgrades -increased compliance with procedures

2 1

1.0.23 Does the company encourage off-the-job health and safety for all workers? -agenda item at safety meeting -equipment loaning policy/program -newsletters -hazard alerts

3 0

TOTAL 54 15 LESS N/As

NET SCORE POSSIBLE ACHIEVED

*Annual Review Items

SECTION 2: Roles & Responsibilities and Control Score

Possible Score

Achieved 2.0.0 2.0.1 Are health and safety roles, responsibilities, and duties identified, assigned and

communicated in writing to Managers?

3 COMPANY: Pur Tek Waters Inc.

- legislated duties and responsibilities from the OHS Act documented and formally communicated. 2 1

2.0.2 Are health and safety roles, responsibilities, and duties identified, assigned and communicated in writing to Supervisors? - legislated duties and responsibilities from the OHS Act documented and formally communicated. 2 1

2.0.3 Are health and safety roles, responsibilities, and duties identified, assigned and communicated in writing to Workers? - legislated duties and responsibilities from the OHS Act documented and formally communicated. 2 2

2.0.4 Are health and safety roles, responsibilities, and duties identified, assigned and communicated in writing to Contractors / Subcontractors? - legislated duties and responsibilities from the OHS Act documented and formally communicated. 2 0

2.0.5 Has individual performance been evaluated to see how well the legislated duties and responsibilities are carried out? - performance evaluation system - performance checklist 2 0

*2.0.6 Have performance reviews of legislated health and safety duties and responsibilities been held and documented within the last 12 months? -performance reviews dated within past 12 months -performance checklists dated within past 12 months

2 0

TOTAL 12 4 LESS N/A’s NET SCORE

POSSIBLE ACHIEVED *Annual Review Items

SECTION 3: Documents, Procedures, Reports & Communication Score

Possible Score

Achieved 3.01 Are all relevant health and safety documents kept in a central file?

-health and safety manual -designated filing/storage location -accessible electronic system 1 0

Are the following documents available and posted in the workplace?

*3.0.2 Occupational Health and Safety Act and Regulations -readily accessible in a common area, lunch room, shop, where employees can find it easily 1 1

*3.0.3 Extracts from OH&SA -required posters / notices 1 1

*3.0.4 Report all Injuries to Employer Notice -must be displayed at the first aid station -posted in conspicuous place in the workplace

1 1

*3.0.5 First Aid Requirements -near first aid box 1 1

3.0.6 Emergency telephone list -emergency numbers -after hours company contacts -Government Agencies -posted by primary telephones -posted by main entrances

1 1

*3.0.7 Government orders and inspection report -posted in a prominent place after issuance 1 1


*3.0.8 Safety performance graphs updated & posted regularly? -e.g., injury rates, OHS graphs, or similar graphs/safety statistics to indicate to the employees progress toward enhanced safety performance

2 0

3.0.9 “Hazard Alerts” posted or communicated to increase awareness? -e.g., recalls, notices, warnings posted and/or communicated via safety mtgs., tool box talks -posters and safety literature current and well maintained

2 2

3.0.10 Do you audit employee’s knowledge of posted information? -e.g., initialing of posted or circulated document -safety meeting agenda item w/ signed attendance 2 0

Does the employer have written procedures and/or rules for:

3.0.11 Reporting injury/occupational illness? 1 1

3.0.12 Reporting hazardous conditions? -can be expanded by Near Miss or Hazardous Condition Report 2 2

3.0.13 Joint Health and Safety committee activities? 1 1

3.0.14 Fire/Emergency plan? -evacuation routes -designated assembly point -headcount procedure -defined responsibilities -training requirements

3 3

3.0.15 Location and use of emergency equipment - building or plot plan to identify the location of fire extinguishers, safety showers, first aid kits, emergency exits, electrical panel 3 3

3.0.16 Tagging/Lockout? -company policy/procedures, and/or -policy to follow client’s procedures

1 1

3.0.17 Confined space entry? 1 1

3.0.18 Hot Work? -electrical hot work -welding grinding or other work that involves open flames or sources of ignition -vehicles in hydrocarbon areas -company policy and/or policy to follow client procedures

1 1

3.0.19 Hygiene surveys? -policy where workplace hazards are identified, assessed, and controlled or eliminated by a competent person -in house or third party

1 0

3.0.20 Designated substances? -policy where hazards related to designated substances are identified, assessed and controlled by a competent person -in house or third party 1 0

3.0.21 Heat stress? -company heat stress policy -exposure chart -signs and symptoms -the effects of overexposure -treatment or response procedures when overexposure is suspected or experienced

2 2

3.0.22 Cold Stress? -company hypothermia policy -exposure chart


-signs and symptoms -the effects of overexposure -treatment or response procedures when overexposure is suspected or experienced

1 1



SECTION 4: Project/Site Planning Documents

NOTE: This section applies to industrial, construction, commercial, or civil projects where contractor acts as the project manager.

Score Possible

Score Achieved

4.0.0 Does the employer’s project/site planning include:

4.0.1 Site access and routing? 2 2

4.0.2 Size, type, design and capacity of cranes, hoists and manual material handling equipment 2 2

4.0.3 Locations for cranes, hoists, job trailers, setup areas, storage areas, sanitary facilities, unloading zones, and parking areas? 2 2

4.0.5 Traffic control? -procedures for traffic control to protect workers on or near a public way 2 2

4.0.6 Location and type of public way protection? -barricades, cones, taped off areas, traffic signaler 2 2

4.0.7 Pre-start up inspection checklist? -final equipment inspection before new or repaired equipment is turned over to the client for start-up 2 2

4.0.8 Do project planning documents include safe job plans (job task analysis)? -developed with H&S personnel 2 0

TOTAL 14 12

LESS N/A’s

NET SCORE

POSSIBLE ACHIEVED


SECTION 5: Training Score

Possible Score

Achieved 5.0.0

*5.0.1 Have company personnel received WHMIS training? 2 2 *5.0.2 Does the company review WHMIS training needs annually?

-training and instruction provided to workers must be reviewed at least annually, in consultation with the JHSC or H&S Representative, if any

2 0

5.0.3 Do new workers receive an orientation? -job description, company policies/procedures, employee rules and responsibilities, Health and Safety Program and Policy, Health and Safety Committee/rep, Emergency Procedures, checklist/matrix and sign off. - Documentation may include training matrix or orientation checklist

1-4 4

5.0.4 Have appropriate people received training in accident investigation and reporting?


-Certification, CSSE, Supervisory training 2 0 5.0.5 Have appropriate people received training in identification of workplace

hazards? -hazard identification course/training, certification training, asbestos awareness, gas testing, Other: eg.,mould, blood borne pathogens, noise measurement

1-4 1

5.0.6 Is there a process for coaching and mentoring new workers exposed to industry for the first time? -procedures to buddy up new/experienced workers -apprenticeship program

3 0

5.0.7 Are all employees aware of Personal Protective Equipment Standards and trained in their use? -list of required PPE, respirator fit test/fresh air training, fall protection training 2 0

5.0.8 Other employee training? -TDG, confined space entry training, safety watch training, fire extinguisher training, fork lift training, man lift training, other “recognized” courses including apprenticeship training - (2 points each, to a maximum of 10 points)

2-10 4



SECTION 6: Health And Safety Representative/Joint Health and Safety Committee Score

Possible Score

Achieved 6.0.0

JOINT HEALTH AND SAFETY COMMITTEE

6.0.1 Where a worksite health and safety committee is required, is it structured and functioning in accordance with legal requirements with regard to composition? 1 1

6.0.2 Are JHSC posting requirements met? 1 0

*6.0.3 Does the JHSC meet the legal requirements for meeting frequency? 2 2

*6.0.4 Does the JSHC meet the legal requirements for workplace inspections? 2 0 6.0.5 Are legal requirements being met with regards to JHSC recommendations to

employer? 1 0

6.0.6 Has the employer acted on the recommendations of the JHSC? 2 0

HEALTH AND SAFETY REPRESENTATIVE 6.0.7 Where no health and safety committee is required but a health and safety

representative is required, are legal requirements being met with regard to selection/appointment?

1 1

*6.0.8 Does the health and safety representative meet the legal requirements for workplace inspections? 2 2

6.0.9 Are legal requirements being meet with regards to the health and safety representative’s recommendations to employer? 1 1

6.0.10 Has the employer acted on the recommendations of the H&S representative? 2 2

6.0.11 Have written mandates & expectations been set for the JHSC or H&S representative? 2 0

6.0.12 Are JHSC members or H&S Representatives trained as OHS observers? 2 0

6.0.13 Does the JHSC meet the legislated requirements to carry out their roles? 2-4 2


6.0.14 Has the JHSC been trained in any other H&S course? -health, safety and the law, Bill C-45 1-2 1

*6.0.15 Does the JHSC distribute/communicate health and safety information at least quarterly? -posted minutes, hazard alerts, review of any outstanding items 2 1

6.0.16 Is the effectiveness of the JHSC or H&S representative evaluated? -included in performance appraisal -closure of action items - workers informed on issues and status of follow-up items -do workers provide input to the JHSC or H&S representative? 2 0

6.0.17 Have the JHSC members or the H&S representative been acknowledged for their participation? -documented recognition or acknowledgement by the company management 2 2



SECTION 7: Hazard Recognition, Assessment and Control Score

Possible Score

Achieved 7.0.1 Are there programs & procedures for recognizing, assessing and controlling

hazards? -inspection checklists -TASC/JSA -safety audits

1-3 1

7.0.2 Are these programs and procedures communicated to employees? -safety orientations -safety meetings 1 1

7.0.3 Does the employer have a documented procedure or method to identify its high risk tasks? 2 0

7.0.4 Have hazards and mitigating measures been identified, documented, and communicated for each of the employer’s high risk tasks? -written procedures and/or rules for all high risk tasks 3 0

7.0.5 Do you have a policy by which unsafe work can be stopped due to poor tolerance for safety? -third party intervention policy -this is not the “right to refuse” policy, but works in concert with it -it could be called “right to stop unsafe work”

3 0

*7.0.6 Are you evaluating if the hazard recognition programs and procedures are being followed? -results of OHS observations - site audits -site walkthroughs

1-3 0

*7.0.7 Are you monitoring “leading” indicators to measure safety performance? 7.0.7.1 TASC 7.0.7.2. OHS observations 7.0.7.3. Site audits 7.0.7.4. Near Miss/Hazardous Condition reports 7.0.7.5. Safety suggestions - ( 2 pts. per indicator to a max. 10 pts.)

2-10 2


7.0.8 Are you monitoring “lagging” indicators to measure safety performance? 7.0.8.1 TRIR for last 3 yrs 7.0.8.2 LTIR for last 3 yr. 7.0.8.3 # of First Aids in past year 7.0.8.4 # of near miss incidents in past year - (1 pt. per indicator to a max. 4 pts.)

1-4 4

7.0.9 Does the company have a written housekeeping standard or policy? -written standards/procedures 2 2

7.0.10 Do you have a policy/procedure in place for the use of TASC or other Job Safety Analysis system? 3 0

*7.0.11 If you are using TASC, are TASC cards sent to third party for auditing quarterly? 2 0 7.0.12 Do supervisors review TASC cards for quality?

-review tasks -review hazards -review hazard controls -sign –off

2 0

7.0.13 Are Tasks, Hazards, and Hazard Elimination/Control text sections being completed adequately by the workers? -supervisor -3-5 tasks -3-3 task associated hazards -hazard control listed for each identified hazard

1-4 0



SECTION 8: Tools, Equipment, and Vehicle Maintenance Score

Possible Score

Achieved 8.0.0 Is there a program for the inspection and

maintenance of tools, equipment, and vehicles which includes:

8.0.1 A list of items to be inspected? -inspection list or matrix 2 2

8.0.2 Frequency of inspections? -inspection schedule or matrix 2 2

8.0.3 Standards to be met? -applicable inspection standards should be listed 2 2

8.0.4 Maintenance records (log books where required)? -documentation to show maintenance was performed 2 2

8.0.5 Corrective action taken? -documentation to show what repairs were performed 2 2

8.0.6 Tagging of defective equipment? -a system or procedure for tagging defective equipment 2 2

*8.0.7 Are the frequency and documentation being met -documentation to show compliance 2 2

8.0.8 Is a competent person/worker performing the inspection and maintenance? -done in house or third party 2 2


POSSIBLE ACHIEVED



SECTION 9: Accident/Incident Investigation and Follow-up Score

Possible Score

Achieved 9.0.0 Does the constructor/employer maintain an

accident/investigation program that includes: 9.0.1 Participation of the supervisors? 2 2 9.0.2 Interviewing workers involved? 2 2 9.0.3 Interviewing witnesses? 2 2 9.0.4 On-site assessment of the scene? 2 2 9.0.5 Identifying primary and secondary causes? 2 0 9.0.6 Use of standard investigation form? 2 2 9.0.7 Use of Root Cause Analysis or similar system for investigating recordable

injuries (other incidents?) 3 0 9.0.8 Recommended prevention/remedial action? 2 2 9.0.9 Action plans to ensure recommendations are acted upon? 3 0

*9.0.10 Communication of recommendations to all workers? 3 3 *9.0.11 Are recommendations shared? 2 2

9.0.12 Does the constructor/employer investigate and meet the reporting criteria for critical injuries? -critical injury should be defined along with the reporting requirements 1 1

9.0.13 Does the constructor/employer investigate and meet the reporting criteria for lost-time injuries? -lost-time injury should be defined along with the reporting requirements 1 1

9.0.14 Does the constructor/employer investigate and meet the reporting criteria for medical aid injuries -medical aid injury should be defined along with the reporting requirements 1 1

9.0.15 Does the constructor/employer investigate first aid injuries? -first aid injury should be defined 1 1

9.0.16 Does the constructor/employer meet the reporting criteria for acute/chronic occupational illness? 1 1

9.0.17 Does the constructor/employer investigate incidents with potential for serious loss or injury? -classification matrix/system for loss potential and injury severity -identification of who will be involved in the investigation (e.g., senior management, supervisor) based on the classification system results

4 0

9.0.18 Does the constructor/employer investigate and meet the reporting criteria for fire/explosion? 1 1

9.0.19 Does the constructor/employer investigate and meet the reporting criteria for chemical spills? 2 2

9.0.20 Does the company policy state that workers are required to report all injuries to the supervisors? 2 2



SECTION 10: First Aid, Medical Aid, and Return to Work Score

Possible Score

Achieved 10.0.1 Does the employer comply with the first aid requirements with respect to the


availability of a first aid station? 2 2 10.0.2 Do the first aid kits comply with the first aid requirements with respect to the

required components based on the number of employees? 2 2 *10.0.3 Does the employer maintain a quarterly inspection of all first aid boxes and

their contents? -inspection card required for each box -date of the most recent inspection -signature of the person making the inspection

2 0

10.0.4 Does the employer ensure that the first aid station is at all times in the charge of a qualified first aider working in the immediate vicinity of the box during any one shift at the place of employment? 2 0

*10.0.5 Does the employer ensure that a re-certification program for qualified first aiders is maintained? -training matrix or training records 2 0

10.0.6 Are first aid certificates posted in compliance 2 2 10.0.7 First aid room compliance? 2 2

*10.0.8 Is all first aid treatment/advice recorded? 2 2 10.0.9 Does the employer have a policy/procedure

for transportation of injured workers to the hospital, doctor’s office or the worker’s home when necessary? 2 2

10.0.10 Does the employer maintain a return to work program/procedure? 3 0 TOTAL 21 12

LESS N/A’s NET SCORE


SECTION 11: Proactive Safety Systems Score

Possible Score

Achieved 11.0.1 Are written expectations established for your OHS program which include;

-spot auditing of observations -where observations will be conducted - who will perform the observations -frequency of observations (1 point per expectation -maximum 4 points)

1-4 0

11.0.2 Are there are at least 20% of employees trained as OHS observers? 1 0 11.0.3 Is there a designated committee/person mandated to review OHS data,

observation sheets and action plans? -job description -organizational chart 1 0

*11.0.4 Are trained OHS observers meeting their weekly or monthly goals for frequency of observations? -refer to item 11.0.1

1 0

11.0.5 Is positive reinforcement included with comments on the OHS observation sheet? 1 0

11.0.6 Is the quality of the observation sheets reviewed with the OHS observers? 1 0 11.0.7 Are OHS results and current goals communicated to employees through the

use of; -bulletin boards, -toolbox talks, -safety meetings -other means? - (1 point for each action – maximum 3 points)

1-3 0


*11.0.8 Are monthly OHS summary reports sent to Corporate? 1 0 *11.0.9 Have you taken action to address improvement opportunities arising from OHS

observations? (1 point for each action – maximum 3 points)

3 0

11.0.10 Do you have a Near Miss Reporting or Hazardous Condition Reporting policy/procedure in place to identify potential injuries or incidents? 2 2

11.0.11 Is someone designated to review Near Miss/Hazardous Condition data and action plans on a regular basis? -job description 1 1

*11.0.12 Has Near Miss Reporting/Hazardous Condition Reporting resulted in a positive change to job procedures, process or equipment? ( 1 point per example to a maximum of 3 points)

1-3 3

*11.0.13 Are Near Miss/HCR learning’s shared? 3 3 11.0.14 Is there an evaluation system to assess/screen subcontractors? 3 0



SECTION 12: Site Visit (To be completed 6 months after the initial audit) Score

Possible Score

Achieved

12.0.1 Has the company participated in the site visit component of the Safety Management Assessment within the past 12 months? -equivalent to ~20% reduction of total score if not completed 75 NA

TOTAL 75

LESS N/A’s

NET SCORE

POSSIBLE ACHIEVED


HEALTH AND SAFETY PROFILE EVALUATION SUMMARY

Score Possible

Score Achieved %

Prev. %

Section 1 Leadership and Commitment 54 15 28

Section 2 Roles & Responsibilities and Control 12 4 33

Section 3 Documents, Procedures, Reports and Communication 31 22 71

Section 4 Project/Site Planning 14 12 86

Section 5 Training 29 11 38

Section 6 Health & Safety Representative/Joint Health and Safety Committee 31 16 52

Section 7 Hazard Recognition, Assessment and Control 42 10 24

Section 8 Tools, Equipment and Vehicle Maintenance 16 16 100

Section 9 Accident/Incident Investigation and Follow-up 39 27 69

Section 10 First Aid, Medical Aid, and Return to Work 21 12 57

Section 11 Pro-active Safety Systems 28 9 32 Section 12 Site-Visit (~20%) 75 (NA) NA

TOTAL 317 154 49

Possible Achieved % Prev. %

Motivation & Leadership

The failure to give appropriate and timely feedback is the most extreme cruelty that we can inflict on any human being.

- Charles Coonradt, Management Consultant

Outstanding leaders go out of the way to boost the self-esteem of their personnel. If people believe in themselves, it's amazing what they can accomplish.

- Sam Walton

The first responsibility of a leader is to define reality. Max DePree, Business Consultant/Author

The first duty of a leader is optimism. How does your subordinate feel after meeting with you? Does he feel uplifted? If not, you are not a leader.

Field Marshall Montgomery

As we look ahead into the next century, leaders will be those who empower others. - Bill Gates

Most of the successful people I've known are the ones who do more listening than talking.

Bernard Baruch

Always think of what you have to do as easy and it will be. Emily Coue, Psychologist

In organizations, real power and energy is generated through relationships. The patterns of relationships and the capacities to form them are more important than tasks, functions, roles, and positions.

Margaret Wheatly, Management Consultant

The best way to have a good idea is to have a lot of ideas. Linus Pauling, Nobel Prize Scientist

Start by doing what's necessary, then what's possible, and suddenly you are doing the impossible .

- St. Francis

No pessimist ever discovered the secrets of the stars, or sailed to an uncharted land, or opened a new heaven to the human spirit.

Helen Keller

If you want a man to be for you, never let him feel he is dependent on you. Make him feel you are in some way dependent on him.

General George C. Marshall

100 Ways to M otivate Others Steve Chandler and Scott Richardson

©2015 CSSE – Participant Guide No Reproduction Without Permission

REFERENCES

A Guide to the Project Management Body of Knowledge (PMBOK® Guide). 2013 Fifth Edition. Project Management Institute, Global Standard. Newton Square, PA, 2013 ANSI/PMI 99-001-2013

Verzuh, Eric. The Fast Forward MBA in Project Management. 3rd edition, John Wiley & Sons, Hoboken, NJ, 2008.

Whitehead, Richard. Leading a Software Development Team - A Development Guide to Successfully Leading People & Projects. 181 edition Addison-Wesley, London, UK, 2001. Hill, Gerard M., The Complete Project Management Methodology and Toolkit, 1st Edition CRC Press, Taylor & Francis Group, An AUERBACH Book, NY, 2010.

Construction Extension to the PMBOK® Guide. Third Edition, 2nd Edition, Project Management Institute, Newton Square, PA, 2007.