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
Project Management for the Health & 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.
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.
A G
ener
al R
ubric
Des
crib
ing
CHSC
Exa
ms
The
rubr
ic is
a d
escr
iptiv
e sc
orin
g ov
ervi
ew to
illu
stra
te th
e le
vel o
f qua
lity
of st
uden
t re
spon
ses t
o CH
SC e
xam
s acr
oss a
ll co
urse
s. I
t pro
vide
s a c
ontin
uum
- th
e m
ore
attr
ibut
es th
at a
re d
esira
ble
and
in e
vide
nce,
the
mor
e lik
ely
a pa
per i
s as
signe
d a
mar
k w
ithin
a h
ighe
r lev
el.
The
mor
e ne
gativ
e or
unw
ante
d at
trib
utes
that
are
in e
vide
nce,
the
mor
e lik
ely
a pa
per i
s ass
igne
d a
mar
k w
ithin
a
low
er le
vel.
Eac
h co
urse
has
its o
wn
spec
ific
scor
ing
guid
e us
ed b
y In
stru
ctor
s.
Gra
ding
Le
vel
N
o M
ark
Assi
gned
Le
vel 1
: Bel
ow 7
0%
Leve
l 2: 7
0% -
74%
Le
vel 3
: 75%
- 85
%
Leve
l 4: A
bove
85%
Attr
ibut
es
or
Indi
cato
rs
A pa
per w
ith
irreg
ular
ities
•
may
app
ear
deve
lope
d ‘b
y
com
mitt
ee’,
i.e.,
co
mm
on a
nsw
ers
acro
ss tw
o or
mor
e
pape
rs
• m
ay in
clud
e ev
iden
ce
of p
lagi
arism
, un
attr
ibut
ed s
ourc
es o
r a
nsw
ers t
o q
uest
ions
fr
om o
ther
cou
rse
exam
s •
Stat
emen
t of
Inde
pend
ent
Com
plet
ion
not
prov
ided
•
not
subm
itted
by
exam
dea
dlin
e
A w
eak
pape
r wel
l bel
ow
expe
cted
CSS
E st
anda
rd
• m
ay h
ave
unan
swer
ed
ques
tions
•
may
con
tain
ove
rly sh
ort
answ
ers w
ithou
t sup
port
ing
elab
orat
ion
and
may
exp
ect
the
mar
ker t
o in
fer w
hat i
s m
eant
•
may
be
evid
ence
of t
he
pape
r bei
ng ‘r
ushe
d’, ‘
slap-
dash
’ or ‘
last
min
ute’
•
may
hav
e an
swer
s tha
t are
cl
early
wro
ng o
r are
irr
elev
ant w
ith ‘
fill’
• m
ay h
ave
answ
ers t
hat d
o no
t app
ly k
now
ledg
e or
skill
s fr
om th
e co
urse
•
impr
oper
spel
ling,
pu
nctu
atio
n an
d gr
amm
ar
may
be
appa
rent
A pa
per w
ith so
me
mer
it bu
t stil
l bel
ow
CSSE
stan
dard
•
answ
ers s
how
som
e ap
plic
atio
n of
the
know
ledg
e an
d sk
ills
from
the
cour
se, b
ut
may
not
dem
onst
rate
a
thor
ough
und
erst
andi
ng
of th
e iss
ues
• m
ay h
ave
som
e ch
arac
teris
tics o
f Le
vel
1 pa
pers
A pa
per w
ith c
onsi
dera
ble
mer
it •
answ
ers c
lear
ly sh
ow
appl
icat
ion
of th
e kn
owle
dge
and
skill
s le
arne
d fr
om th
e co
urse
•
answ
ers a
re p
ersu
asiv
e,
thor
ough
and
thou
ghtf
ul,
deem
ed to
be
‘pro
fess
iona
l’ •
no
char
acte
ristic
s of
Leve
l 1 p
aper
s app
ear
A pa
per w
ith g
reat
m
erit
• an
swer
s sho
w d
epth
an
d br
eadt
h in
app
lyin
g th
e kn
owle
dge
and
skill
s le
arne
d fr
om th
e co
urse
•
answ
ers a
re
pers
uasiv
e, o
ften
insig
htfu
l and
‘lea
ding
ed
ge’,
and
may
co
ntrib
ute
to th
e de
velo
pmen
t of t
he
cour
se b
y id
entif
ying
ne
w st
rate
gies
and
re
sour
ces
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
Canadian Society of Safety Engineering (CSSE)
CSSE Education Steering Committee, November 2012
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)
Canadian Society of Safety Engineering (CSSE)
CSSE Education Steering Committee, November 2012
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
Project Management for the Safety Professional
Participant Guide
Project Management for the Safety Professional
Forward
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© 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.
Canadian Society of Safety Engineering (CSSE)
www.csse.org
468 Queen Street East, LL-02, Toronto, Ontario, Canada M5A 1T7
(416) 646-1600
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.
Project Management for the Health and Safety Professional
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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
Project Management for the Health and Safety Professional
Introduction
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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
Project Management for the Health and Safety Professional
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Notes:
Project Management for the Health and Safety Professional
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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.
Project Management for the Health and Safety Professional
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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.
Project Management for the Health and Safety Professional
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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 Management for the Health and Safety Professional
Project Fundamentals
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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 Performance Outcomes
Module Quiz
Module Material Required
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.
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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
Project Management for the Health and Safety Professional
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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
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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.
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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.
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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.
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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.
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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?
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6. What is Project Management?
7. List the three main roles within a project.
1.
2.
3.
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MODULE 3 Project Influences
Module Learning Outcomes Course participants will be able to:
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 Performance Outcomes
Module Quiz
Module Material Required
Visual aids: Presentation
Course Workbook: notes, 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.
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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.
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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:
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Project Life Cycle Phases
Example:
* jdicontracts ltd.
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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
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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:
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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).
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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
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BUSINESS CASE
PROJECT
REQUESTOR:
DATE:
Executive Summary:
Business Problem/Opportunity:
Alternatives:
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Proposed Resolution :
Benefit:
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Costs:
Risk:
Approval:
Steering Committee Approval ________________________ ______________________
Executive Sponsor Approval ________________________ ______________________
Signature Date
Signature Date
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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:
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MODULE 4 Project Life Cycle Phases - Initiation
Module Learning Outcomes Course participants will be able to:
1. Understanding and organizing project priorities.
2. Create Stakeholder Register
3. Create a communication plan
4. Create a Project Chart
Module Performance Outcomes
Module Quiz
Module Material Required
Visual aids: Presentation
Course Workbook: notes, 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)?
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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
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1. What are the project priorities for Pur Tek Waters Inc. Project?
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2. Stakeholder Anaylsis
Stakeholder Needs Questions Project Contribution
Sponsor:
Executives:
Functional (Department)
Managers:
Employee: (Committees)
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Internal:
External:
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1. Draw Project Organizational Chart.
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2. Develop Project Communication Plan:
Meetings Participants Frequency
Performance Reports Recipient Frequency
Other Information for
Distribution Person Responsible Frequency
Issue Reoulution Person Responsible Frequency
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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
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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?
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MODULE 5 Project Life Cycle Phases - Planning
Module Learning Outcomes Course participants will be able to:
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
Module Material Required
Visual aids: Presentation
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)
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Create PurTek Waters WBS:
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Team
Task
Project
Sponsor
Project
Manager
Legend:
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Milestone Name Duration
MODULE 6 Project Life Cycle Phases - Implementation
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Module Learning Outcomes Course participants will be able to:
1. Project Implementation defined
2. Interpersonal skill needs
3. Importance of Monitoring and Controlling
Module Performance Outcomes
Module Quiz
Module Material Required
Visual aids: Presentation
Course Workbook: notes
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.
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Module 6 Quiz:
1. List key Monitoring and Controlling processes:
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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:
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MODULE 7 Project Life Cycle Phases – Closure Phase
Module Learning Outcomes Course participants will be able to:
1. Define closure phase
2. Importance of lesson learned
Module Material Required
Visual aids: Presentation
Course Workbook: notes
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.
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MODULE 8 Project Life Cycle Phases – Closure Phase
Module Learning Outcomes Course participants will be able to:
1. Course Review
2. Final Exam Review
Module Material Required
Visual aids: Presentation
Course Workbook: notes
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.
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Glossary
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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
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References
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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
Project Management for the Health & Safety Professional
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.
Project Management for the Health & Safety Professional
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
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
4 COMPANY: Pur Tek Waters Inc.
*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
5 COMPANY: Pur Tek Waters Inc.
-signs and symptoms -the effects of overexposure -treatment or response procedures when overexposure is suspected or experienced
1 1
TOTAL 31 22 LESS N/A’s NET SCORE
POSSIBLE ACHIEVED *Annual Review Items
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
*Annual Review Items
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?
6 COMPANY: Pur Tek Waters Inc.
-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
TOTAL 29 11 LESS N/A’s NET SCORE
POSSIBLE ACHIEVED *Annual Review Items
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
7 COMPANY: Pur Tek Waters Inc.
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
TOTAL 31 16 LESS N/A’s NET SCORE
POSSIBLE ACHIEVED *Annual Review Items
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
8 COMPANY: Pur Tek Waters Inc.
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
TOTAL 42 10 LESS N/A’s NET SCORE
POSSIBLE ACHIEVED *Annual Review Items
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
TOTAL 16 16 LESS N/A’s NET SCORE
POSSIBLE ACHIEVED
9 COMPANY: Pur Tek Waters Inc.
*Annual Review Items
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
TOTAL 39 27 LESS N/A’s NET SCORE
POSSIBLE ACHIEVED *Annual Review Items
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
10 COMPANY: Pur Tek Waters Inc.
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
POSSIBLE ACHIEVED *Annual Review Items
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 COMPANY: Pur Tek Waters Inc.
*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
TOTAL 28 9 LESS N/A’s NET SCORE
POSSIBLE ACHIEVED *Annual Review Items
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
12 COMPANY: Pur Tek Waters Inc.
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.