!PM-Partial Binder Material For Print

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
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: slaudy@csse.org 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.
© 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.
CERTIFIED HEALTH & SAFETY CONSULTANT (CHSC) Designation Courses
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.
© 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.
A General Rubric Describing CHSC Exams The rubric is a descriptive scoring overview to illustrate the level of quality of student
responses to CHSC exams across all courses. It provides a continuum - the more attributes that are desirable and in evidence, the more likely a paper is
assigned a mark within a higher level. The more negative or unwanted attributes that are in evidence, the more likely a paper is assigned a mark within
a lower level. Each course has its own specific scoring guide used by Instructors.
Grading Level 1: Below 70% Level 2: 70% - 74% Level 3: 75% - 85% Level 4: Above 85%
Level No Mark Assigned
A paper with A weak paper well below A paper with some A paper with considerable A paper with great
Attributes irregularities expected CSSE standard merit but still below merit merit
or CSSE standard
Indicators • may appear • may have unanswered • answers clearly show • answers show depth
developed ‘by questions • answers show some application of the and breadth in applying
committee’, i.e., • may contain overly short application of the knowledge and skills the knowledge and skills
common answers answers without supporting knowledge and skills learned from the course learned from the course
across two or more elaboration and may expect from the course, but • answers are persuasive, • answers are
papers the marker to infer what is may not demonstrate a thorough and thoughtful, persuasive, often
• may include evidence meant thorough understanding deemed to be insightful and ‘leading
of plagiarism, • may be evidence of the of the issues ‘professional’ edge’, and may
unattributed sources or paper being ‘rushed’, ‘slap- • may have some • no characteristics of contribute to the
answers to questions dash’ or ‘last minute’ characteristics of Level Level 1 papers appear development of the
from other course • may have answers that are 1 papers course by identifying
exams clearly wrong or are new strategies and
• Statement of irrelevant with ‘fill’ resources
Independent • may have answers that do
Completion not not apply knowledge or skills
provided from the course
• not submitted by • improper spelling,
exam deadline punctuation and grammar
may be apparent
Canadian Society of Safety Engineering (CSSE)
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
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)

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.
1
CSSE 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
Project Management for the Safety

Professional
Participant Guide
CSSE .
Canada’s Safety, Health and Environmental Practitioners
Project Management for the Safety Professional
Forward
Foreword
Welcome to the Canadian Society of Safety Engineering Project Management for the Health and
Safety Professional course, one of six courses leading to the Certified Health & Safety Consultant
(CHSC) designation program.
CSSE’s Certification courses are developed through the efforts of many individuals. Specifically, CSSE
wishes to acknowledge the following individuals for their significant contribution to the development of this
course.
 Tammy Moore
 ****
 ****
CSSE seeks to offer the highest quality professional development opportunities for safety and health
professionals. We invite your questions and comments about the course and its content to assist us in
updating our courses and ensure they are meeting Participant needs.

www.csse.org
468 Queen Street East, LL-02, Toronto, Ontario, Canada M5A 1T7
(416) 646-1600
courses@csse.org
Edition Date: January 2012

Revision Date: Rev 4, March 30, 2015
These training materials are the property of the CSSE and are for the exclusive use by the CSSE in conjunction with
the associated instructor guidelines. These materials may not be published or distributed without the written consent
of the CSSE. Anyone other than the course attendee who receives a copy of these materials is hereby advised of the
limitations concerning its contents which may require professional interpretation of 3rd party release of information.
All materials from third parties are used with expressed authorization for this course. Any inquiries regarding
reproduction or retransmission of materials require expressed authorization from the CSSE or affected third parties.
_______________________________________________________________________________________________
© 2015 CSSE – No Reproduction Without Permission Page 1 of 52
Contents
Module 1: Introduction
Module 2: Project Fundamentals
Module 3: Project Influences
Module 4: Initiation Phase
Module 5: Planning Phase
Module 6: Implementation Phase
Module 7: Closure Phase
Module 8: Wrap-up
 Review Final Exam requirements
_______________________________________________________________________________________________
© 2015 CSSE – Participant Guide No Reproduction Without Permission Page 2 of 52
Introduction
MODULE 1 Introduction
Module Outline:
 Instructor introduction
 Emergency exits, washrooms, First aid (who is certified) , etc.
 Participant introductions
 Learning Objectives
 Schedule
 To Receive Completion Credit
 This course is aligned with PMI’s PMBOK®
Module Learning Outcomes
Course participants will be:
 Participant introductions
 Learning Objectives
 Schedule
 To Receive Completion Credit
Module Performance Outcomes

NA
Module Material Required
Visual aids: Presentation software.
Course Workbook
Handouts: N/A
_______________________________________________________________________________________________
Notes:
_______________________________________________________________________________________________

Ground Rules (Culture of the Room)
There is an expectation that all participants will ensure the following ground rules are followed.
Please include any others that you feel are important during the discussion and they will be
posted on the board.
1. Mutual respect
2. Tolerance for a diversity of opinions and experiences
3. Respectful processes in discussion
4. Punctuality – Discuss breaks, lunch timing, start of day 2
5. Cell phones
The Course
The purpose of this two-day course is to provide the OHSE practitioner, whether an internal or
external consultant, with the introductory knowledge, skills and tools for project management
based on adult learning principles.
The emphasis of this course is intended for Safety Professionals who do not have a
professional background in project management, but who may oversee a variety of small or
large projects. This course will introduce unique characteristics and fundamentals of project
planning and management; examining influences required for a successful project
management; terminology, project justification, setting scope and goals, project plans and tools
(including project charter, work breakdown structure, risk register, stakeholder analysis etc.),
implementing project plans, controlling project, and applying soft skills of project management
that included team building and communication.
Aligned with the Project Management Institute (PMI®) A Guide to the Project Management Body
of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013.
The course is a required course in the CSSE Certified Health and Safety Consultant (CHSC)
Program.
_______________________________________________________________________________________________

Course Objectives
Course participants will be able to:
• Use the terminology and processes of modern project management
• Communicate the business justification for your safety project
• Prepare a complete and accurate project plan for your safety projects
• Facilitate team discussions to learn from the PM experiences of others
• Present an organized approach to safety projects
• Achieve your CHSC designation!
Instructional Methods
This course will utilize numerous teaching techniques which include analysis of health and
safety programs, videos, group problem solving, class discussions, and individual or group
Participant presentations. Lectures will be used to supplement and clarify theoretical or
analytical concepts.
Participant Guide
The Participant Guide has been developed to provide participants with the material they need to
fully participate in this course.
The Participant Guide is a resource that includes tools and information required to complete all
activities and exercises.
_______________________________________________________________________________________________

Requirements for Passing the Course
Advise Participants that they will be monitored for progress through the course and should:
1. Attend all instructional sessions

2. Participate throughout the course
3. Complete the take home exam
The Marking Scheme
Please read CHSC Exam Instructions in its entirety. Instructions can be found at the front of the
Participants binder.
Take home exam

 Complete project plan
 Due 30 days after course completion
 75% to receive CSSE credit (final exam 100% total final mark)
 Final exam will be emailed from CSSE with 5 business days from last day of course.
Please contact CSSE office if you do not receive an email with the exam attached.
 Participation is expected!
The Manual
This manual is designed to work in conjunction with different learning techniques. The use
of icons through the manual will assist the participant to easily identify key learning points.
Watch for these icons:
Write one learning outcome that you would like to achieve by the end of the course.
_______________________________________________________________________________________________

Project Fundamentals
MODULE 2 Project Fundamentals

1. Define what is a project; and
2. Define what project management (scope, constraints, roles)
3. Explain what is PMI and PMBok
Module Quiz
Visual aids: Presentation
Course Workbook: notes, module quiz
Handouts: N/A
What is a Project?
 A temporary endeavour undertaken to create a unique product, service or result

*PMBOK® 2015
 Product or service is different in some way from other product or services.
 Has a Start and a Finish, not an ongoing effort
 The start is the time when the project is initiated and its concept is developed. The end is reached
when all objectives of the project have been met (or unmet if it’s obvious that the project cannot be
completed – then it’s terminated).
 Creases when objective is attained, Team is disbanded.
 Constrained by limited resources (Time, cost, materials…_)
 Scope: defines what will be covered in a project.

 Resource: what can be used to meet the scope.
 Time: what tasks are to be undertaken and when.
 Quality: the spread or deviation allowed from a desired outcome.
 Risk: defines in advance what may happen to drive the plan off course, and what will
be done to recover the situation.
_____________________________________________________________________________________________
__
 Unique Deliverable(s). project aims to produce some deliverable(s) which can be a product,
service, or some another result. Deliverables should address a problem or need analyzed before
project start.
 Projects help us make desired changes in an organized manner and with reduced probability of
failure.
 Projects differ from other types of work (e.g. process, task, procedure).
 A project is defined as a specific, finite activity that produces an observable and measurable result
under certain preset requirements.
Progressive Elaboration
“ iterative process of increasing the level of detail in a project management plan as greater amounts of
information and more accurate estimates become available” *PMBOK® 2015, Glossary
With the progress of a project, continuous investigation and improvement become available, and all this
allows producing more accurate and comprehensive plans.
A key characteristic of a project means that the successive iterations of planning processes result in
developing more effective solutions to progress and develop projects.
Project is always developed in steps and continuing by increments.
Types of Projects
Client Driven
Administrative
Safety Base
Internally or externally driven
Size: small, medium, large
Construction
Computer Software Development
Design of Plans
Equipment or System Installation
Event
Maintenance of Process Industries
New Product Development
Research
_____________________________________________________________________________________________
__
Projects Vs Operational Work
 Ongoing operations do not have an end,

 Projects can initiate ongoing operations or vice versa (new projects)
 Projects do not require a constant level of effort as operations do
Project Context
Input: “Any item, whether internal or external to the project that is required by a process before that
process proceeds. May be an output from a predecessor process.” *PMBOK® 2015, Glossary
Output: “A product, result, or service generated by a process. May be an input to a successor process.”
*PMBOK® 2015, Glossary
Project Methodology
 Objective is to provide a standard method and guideline to ensure projects are conducted in a
disciplined, well-managed, and consistent manner that promotes the delivery of products,
services, results in a project that are completed on time and within cost.
 Process determined to manage project.

Examples: system of practices, technology, procedures, rules, project life cycle
 Is a scientifically-proven, systematic and disciplined approach to project design, execution and

completion.
 Project methodology is to allow for controlling the entire management process through effective
decision making and problem solving, while ensuring the success of specific processes,
approaches, techniques, methods and technologies.
 Provides a common language for communicating and planning prior to the start of the project
work.
 Establishes a means for managing projects more efficiently.
 Leads to effective project outcomes which achieve objectives.
 Builds on a set of best practices learned over time.
Methodology – “A system of broad principles or rules from which specific methods or procedures may
be derived to interpret or solve different problems within the scope of a particular discipline. Unlike an
algorithm, a methodology is not a formula but a set of practices.” *BusinessDirectory.com
_____________________________________________________________________________________________
__
Why the PMBOK is NOT a Methodology

PMBOK has two objectives:
– Identify and describe the generally accepted current project management body of knowledge
– Provide a common language within the professional practice
Generally accepted means:

– Applicable most of the time
– Wide consensus about their value and usefulness
– Generally accepted does NOT mean: Applicable to all projects
– Project management team is always responsible for determining what is appropriate for any
given project
PMBOK is an American National Standards Institute (ANSI) standard – “A Guide to the Project
Management Body of Knowledge”.
The processes described in PMBOK are “a generally accepted set of good practices that may be used
on most projects most of the time” (PMBOK)
 The project management team is always responsible for determining what is appropriate for any
given project
 Methodology expands on this by defining the, what, how, who, when and how much.
 Expect organisations to tailor and adapt the methodology to meet their needs at any particular
time
 One size does not fit all projects!
Examples of Different Types of Methodology:
 PRINCE2: process-driven methods and documentation-oriented approaches that allow driving

various projects in the private sector. It was developed the UK Government.
 CPM: Critical path method (CPM) explores the most important or critical tasks of a project by
defining possible activity sequences and estimating the longest duration of each sequence.
 WATERFALL: is a sequential design process, is seen as flowing steadily downwards (like

a waterfall) through the phases of Conception, Initiation, Analysis, Design,
Construction, Testing, Production/Implementation and Maintenance.
o Model originates in the manufacturing and construction industries: highly structured
physical environments
 Lean: Lean PM methodology intends to maximize customer value and minimize resource waste.
This approach achieves perfection in customer satisfaction and optimized process flow that
eliminates waste in products, services, transportation, inventories, etc.
 Six Sigma: The method of Six Sigma was originally developed by Motorola to improve its
production processes by eliminating defects. Ensuring the accuracy and speed of a process’s
implementation through eliminating or minimizing waste.
 CCPM: Critical Chain Project Management (CCPM) is the way to plan, implement and review
various kinds of work in single- and multi-project environments.
 SCRUM: In a SCRUM-driven project, the deliverables are broken down into 30-day intervals. This
methodology example is specific and applicable mainly to collaborative, 100%-dedicated teams,
with no heavily constrained time and materials budget.
_____________________________________________________________________________________________
__
Project Management

 is the art of planning, controlling and executing a project in a way that ensures successful delivery
of the desired outcome.
 Projects are separate to business-as-usual activities, requiring people to come together temporarily
to focus on specific project objectives. This is the reasoning behind the need for effective teamwork
is central to successful projects.
 Project management has a number of benefits to both the host organization and the people
involved in delivering the project.
o provide a greater likelihood of achieving the desired result;
o ensure efficient and best value use of resources;
o satisfy the differing needs of the project’s stakeholders.
The core components of project management are:
 defining the reason why a project is necessary;

 standard method & guideline to ensure project is conducted in a disciple, well-managed,
and consistent manner to promote delivery of product, services, results in the
project;
 capturing project requirements, specifying quality of the deliverables, estimating
resources and timescales;
 having a justification process;
 securing corporate agreement and/or client and funding needed;
 developing and implementing a management plan for the project;
 leading and motivating the project delivery team;
 managing the risks, issues and changes on the project;
 monitoring progress against plan;
 managing the project budget;
 maintaining communications with stakeholders and the project organization;
 provider management;
 closing the project in a controlled fashion when appropriate.
_____________________________________________________________________________________________
__
Project Management Institution (PMI)

Project Management Body of Knowledge (PMBoK) 5th Edition
PMBok has 10 Area’s of Knowledge
 set of standard terminology and guidelines
 47 sub process groups within 10 areas of knowledge

 Inputs:
 “Any item, whether internal or external to the project that is required by a
process before that process proceeds. May be an output from a predecessor
process.” *PMBOK® 2015, Glossary
 example: documents, plans, designs, etc.
 Tools & Techniques
 mechanisms applied to inputs
 example: Life cycle, Work breakdown structure, expert judgement,
organizational chart, meetings
 Outputs
 “A product, result, or service generated by a process. May be an input to a
successor process.” *PMBOK® 2015, Glossary
 Example: documents, products, etc.
PMI 10 Knowledge Areas:
1. Project Integration Management : Project Integration Management includes the processes and
activities needed to identify, define, combine, unify, and coordinate the various processes and
project management activities within the Project Management Process Groups.
2. Project Scope Management : Project Scope Management includes the processes required to
ensure that the project includes all the work required, and only the work required, to complete
the project successfully.
3. Project Time Management : Project Time Management includes the processes required to
manage the timely completion of the project.
4. Project Cost Management : Project Cost Management includes the processes involved in
planning, estimating, budgeting, financing, funding, managing, and controlling costs so that the
project can be completed within the approved budget.
5. Project Quality Management : Project Quality Management includes the processes and
activities of the performing organization that determine quality policies, objectives, and
responsibilities so that the project will satisfy the needs for which it was undertaken.
_____________________________________________________________________________________________
__
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.
_____________________________________________________________________________________________
__
Module 2 Quiz:
1. Multiple Choice:
What statement best represents what a project is:
A. It has a start, but may not finish
B. Can only be conducted by a third party
C. Temporary endeavour
D. None of the above.
Progress Elaboration:
A. Decreasing level of detail of a project
B. Freezes the project to stop changes to scope.
C. Successive iterations of planning process resulting in greater amounts of information
2. List some types of Safety Projects:
3. What is the difference between a project and operational work?
4: List some project constraints:
5: What is Scope Creep?
_____________________________________________________________________________________________
__
6. What is Project Management?
7. List the three main roles within a project.
1.
2.
3.
_____________________________________________________________________________________________
__
MODULE 3 Project Influences

1. Understanding of project organizational influences
2. Define Project success elements
3. Understanding of project life cycle phase and processes groups
4. Complete high level project justification tool
Module Quiz
Handouts: N/A
Organizational Structures
The way a project is structured, will have a profound effect on how the project works.
Each organization has its own culture and style of working.
A. The functional Organization
 traditional way of organizing a business,

 means that the organization structure is split into its various functions. Example, the main
functions such as engineering, marketing, manufacturing, etc, report upwards to the CEO.
 Each function has its own staff beneath it. Clearly, an employee reports to only one boss, and
the chain of command is vital.
Advantage:
 is that people with similar skills, knowledge, and experience are easier to manage,
 making work assignments much easier.
_____________________________________________________________________________________________
__
Disadvantage:
 Project manager will have to work with other functions, but to do so with no formal authority.
 Several projects at any one time may have to compete for the available resources, and project
team members will have their first loyalty with their line or functional manager.
 Each function has its own staff beneath it. Clearly, an employee reports to only one boss, and
the chain of command is vital.
 This type structure is sometimes called a stove pipe type of organization. So-called, because
each reporting line is only concerned with their own functions. Problems occur when one
function employee needs to speak to another functions employee.
 The only way to do this is to escalate upwards to the functional head, then across to the other
functional head, and back down again.
 Clumsy and inefficient way of working, however each function works as a very effective team
and is very goals focused.
B. Projectized Organizations
 Each project manager reports directly into the CEO.
 Each project manager will have their own full-time team members and staff.
 This may only suit an organization where projects were the core business.
 Project managers have the ultimate authority over the project.
C. Matrix Organizations
 Employees are structured vertically in their functions, but horizontally to a given project
manager.
 Functional managers look after” pay and rations”, and the project manager gives out work for
their projects.
 Some compromise is often needed when there is not enough functional staff to serve all
projects will need project managers to negotiate with other project managers for resources.
_____________________________________________________________________________________________
__
From your experience and with your Project Team, discuss and list 5 examples of less-than-
successful factors that have lead safety projects to be less-than-successful projects:
_____________________________________________________________________________________________
__
Project Life Cycle Phases
Example:
* jdicontracts ltd.
_____________________________________________________________________________________________
__
Project Management Process Groups
Project Life Cycle Phases
Planning Phase Implementation Phase Closure Phase

Initiation Phase
Closing Closing Closing Closing

Initiating Initiating Initiating Initiating
Process Process Process Process
Process Process Process Process
Project Process Groups
Workshop 2
Use the below Project Business Case Template to complete workshop
_____________________________________________________________________________________________
__
BUSINESS CASE
PROJECT
REQUESTO
R:
DATE:
Executive Summary:
Summarize each of the sections concisely by outlining in point form the:
Problem or opportunity, Solution alternatives, Recommendation solution.
Business Problem:
Outline the fundamental business problem or opportunity which the resulting project will
directly address.
 Business Vision, Strategy or Objectives

 Business processes or technologies which are not operating efficiently
 New Competitor products or processes which have been identified
 New technology trends (or opportunities resulting from new technologies introduced)
 Commercial or operational trends which are driving changes in the business
 Changes to Statutory, legislative or other environmental requirements. ©
Provide any facts or evidence to support the conclusions drawn above.
Business Problem
Provide a summary of the core business problem, including:
 A generic description of the core issue to hand
 The reasons why the problem exists
 The elements which create it (e.g. human, process, technology)
 The impact it is having on the business (e.g. financial, cultural, operational)
 The timeframes within which it must be resolved. ©
Business Opportunity
Outline the business opportunity which has been identified, including:
 A summary of the generic opportunity
 Any supporting evidence to prove that the opportunity is real
 A timeframe within which the opportunity will likely exist
 The positive impact that realization of the opportunity will have on the business.
Alternatives
 List alternatives
 What if nothing is done?
Proposed Resolution:
_____________________________________________________________________________________________
__
Provide a summarized description of the option identified. This will include the general
approach to be taken and a summary of the core elements of the solution (e.g. people,
process, organization, technology).
_____________________________________________________________________________________________
__
Benefit:
Describe the tangible and intangible benefits to the company upon implementation of the solution. One of the
obvious benefits described will be that the business problem / opportunity outlined above will be addressed.
Complete the following table:
Financial  New revenue generated $x

 Reduction in costs $x
Operational  Improved operational efficiency x%
 Enhanced quality of product / service x%
Market ©
 Increased market awareness x%
 Additional competitive advantage Describe
Customer  Improved customer satisfaction
 Increased customer retention
 Greater customer loyalty
Staff  Increased staff satisfaction x%
 Improved organizational culture Describe
 Longer staff retention 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 ________________________

______________________ Signature Date
Executive Sponsor Approval ________________________

______________________ Signature Date
_____________________________________________________________________________________________
__
BUSINESS CASE
PROJECT
REQUESTOR:
DATE:
Executive Summary:
Business Problem/Opportunity:
Alternatives:
_____________________________________________________________________________________________
__
Proposed Resolution :
Benefit:
_____________________________________________________________________________________________
__
Costs:
Risk:
Approval:
Steering Committee Approval ________________________ ______________________
Executive Sponsor Approval ________________________ ______________________
Signature Date
Signature Date
_____________________________________________________________________________________________
__
Module 3 Quiz:
1. List CSSE Project Life Cycle phases discussed in class:
2. List PMI’s Project Process Groups:
3. PMI considers which Organizational Structure for projects?
A. Projectized
B. Matrix
C. Functional
4. List 2 purposes of a Project Justification document:
_____________________________________________________________________________________________
__
MODULE 4 Project Life Cycle Phases - Initiation

1. Understanding and organizing project priorities.
2. Create Stakeholder Register
3. Create a communication plan
4. Create a Project Chart
Module Quiz
Handouts: N/A
Initiation Phase
 Is the beginning of the project.
 Idea for the project is explored and elaborated.
 Feasibility of the project.
 Decisions are made concerning who is to carry out the project, which party (or parties) will be
involved
 The project officially begins at the time of approval from sponsor, giving authority to project
manager to start project.
Questions to be answered in the initiation phase include the following:

 Why this project?
 Is it feasible?
 Who are possible partners in this project?
 What should the results (scope) be?
 What are the boundaries of this project (what is outside the scope of the project)?
_____________________________________________________________________________________________
__
Stakeholder
“ An individual, group,or organization who may affect, be affected by, or perceive itself to be affected by
a decision, activity, or outcome of a project.”* Source: PMBOK_Guide_5th Edition
Class Discussion:
List some of a Safety Project’s Stakeholders:
Stakeholder Analysis
 Technique used to identify the key people who have interested in project.
 Benefits of using a stakeholder analysis:
 Not only does this make it more likely that they will support you, their input can also improve the
quality of your project
 Gaining support from powerful stakeholders can help you to win more resources
 Support project will be successful
 Communicating with stakeholders early, you can ensure that they fully understand what you are
doing and understand the benefits of your project
 Stakeholder can support you actively when necessary
_____________________________________________________________________________________________
__
1. What are the project priorities for Pur Tek Waters Inc. Project?
_____________________________________________________________________________________________
__
2. Stakeholder Anaylsis
Stakeholder Needs Questions Project Contribution
Sponsor:
Executives:
Functional
(Department)
Managers:
Employee:
(Committees)
_____________________________________________________________________________________________
__
Internal:
External:
_____________________________________________________________________________________________
__
1. Draw Project Organizational Chart.
_____________________________________________________________________________________________
__
2. Develop Project Communication Plan:
Meetings Participants Frequency
Performance Reports Recipient Frequency
Other Information for

Person Responsible Frequency
Distribution
Issue Reoulution Person Responsible Frequency
_____________________________________________________________________________________________
__
Project Charter
“A document issued by the project initiator or sponsor that formally authorizes the existence of a project
and provides the project manager with the authority to apply organizational resources to project
activities.” *Source: PMBOK_Guide_5th Edition
 Formally recognizes (authorizes) the existence of the project, or establishes the project
 project does not exist without a project charter
 Gives the project manager authority to spend money and commit resources
 Designates the parameters within which the project manager has the authority to operate
 Provides the high-level requirements for the project
 It provides a reference document to make sure everyone is on the same page later in the
project
 Links the project to the ongoing work of the organization
 It ensures the project manager understands the sponsor’s needs
 It provides key information needed to get started
Workshop 5
Use the Project Charter Form on next page

_____________________________________________________________________________________________
__
_____________________________________________________________________________________________
__
_____________________________________________________________________________________________
__
Module 4 Quiz:
1. A Project Charter is issued to:
A. explain the feasibility phase
B. Initiate the planning phase
C. Terminate the project
D. Authorize the project to proceed
2. Project Stakeholders may included:
1. Users, such as the eventual user of the project result
2. Those who want to stop the project
3. Partners, such as in joint venture projects
4. Possible suppliers and contractors
5. Interested groups in society
A. All
B. only 1
C. 1,4,5
D. 1, and 3
3. What items may be seen on a Kick-off Meeting Agenda?
_____________________________________________________________________________________________
__
MODULE 5 Project Life Cycle Phases - Planning

1. Understanding of what a project plans.
2. Create Work breakdown Structure
3. Importance of scope change
4. Create a Responsibility Assignment Matrix
5. Create Risk Register
6. Create a Milestone Schedule
Course Workbook: notes
Handouts: N/A
Planning Phase
 Is to develop an understanding of how the project will be implemented
 Plan for acquiring the resources needed to execute it.
 Much of the planning activity takes place during the planning phase, the project plan will
continue to be adjusted to respond to new challenges and opportunities.
 Planning activities occur during the entire life of the project. (Progressive Elaboration)
_____________________________________________________________________________________________
__
Create PurTek Waters WBS:
_____________________________________________________________________________________________
__
Team Project Project

Sponsor Manager
Task
Legend:
_____________________________________________________________________________________________
__
_____________________________________________________________________________________________
__
Milestone Name Duration
MODULE 6 Project Life Cycle Phases - Implementation

_____________________________________________________________________________________________
__
1. Project Implementation defined
2. Interpersonal skill needs
3. Importance of Monitoring and Controlling
Module Quiz
Handouts: N/A
Implementation Phase
 “carrying out the work,” includes the major activities needed to accomplish the work of the
project.
 On a construction project, this would include the design and construction activities.
 On a training project, this would include the development and delivery of the training .
_____________________________________________________________________________________________
__
Module 6 Quiz:
1. List key Monitoring and Controlling processes:
_____________________________________________________________________________________________
__
2. During the planning and implementation phases, there is often a need to conduct trade-offs between
projectives. We ususally think of these trade-offs as being made between_____________________.
A. Cost, deadlines, and resources
B. Customer requirements, design
C. Cost, Schedule(time), and Scope
D. Initiating, planning, and closing
3. List key interpersonal skills to support project managers:
_____________________________________________________________________________________________
__
MODULE 7 Project Life Cycle Phases – Closure Phase

1. Define closure phase
2. Importance of lesson learned
Handouts: N/A
Closure Phase
 “Closing of the project”—represents the final stage of a project.

 Project staff is transferred off the project,
 Project documents are archived, and the final few items or punch list is completed.
 Compete lesson learned
Lesson Learned
 project lessons learned are the tangible result of an executed "project review",
 Taking the project experience and breaking it down into actionable conclusions about
what went right, what went wrong, and what could be done better.
 Used for continuous improvement.
_____________________________________________________________________________________________
__
MODULE 8 Project Life Cycle Phases – Closure Phase

1. Course Review
2. Final Exam Review
Handouts: N/A
The final assignment will consist of creating a project plan using template provided my CSSE, which will
be emailed out within 5 business days of the last day of class.
If you do not receive an email by CSSE within that time period, please contact CSSE, not the Instructor.
The final assignment will be due electronically four (4) weeks after the last class. Participants must sign
a “Statement of Independent Study” form indicating that they have completed the assignment
individually.
Final Assignment – Develop a Project Plan with the template provided my CSSE.
Project Plan created using any safety project participants chooses. Could be a project you were involved
in, would like to be involved in or create a project topic.
Develop a checklist to evaluate the Occupational Health and Safety Training Plan to ensure quality
training course design and delivery. The completed checklist for the Occupational Health and Safety
Training Plan must be handed in as part of the assignment.
Participants will:
- Only use Template provide, no additional forms or templates need to be added.
- Save file as last name, course title, date (e.g. Marquis – final exam – assessing 11-13
Successful completion of CHSC courses requires completion of a CHSC Exam with a minimum 75%
standard. Exams require several hours additional time commitment beyond in-class time for the
participant to demonstrate mastery of the course expectations.
_____________________________________________________________________________________________
__
Glossary
Glossary
Gold Plating - Gold plating means intentionally adding extra features or functions to the products which
were not included in the scope statement.
Progressive Elaboration -- *“ iterative process of increasing the level of detail in a project management
plan as greater amounts of information and more accurate estimates become available”
Project -- *” A temporary endeavour undertaken to create a unique product, service or result.”
Project Charter -- is a statement of the scope, objectives and participants in a project and is a critical
document to ensure that everyone involved in the project is aware of its purpose and objectives.
Project Manager is an individual who is responsible for the planning, organization, resource
management, and discipline pertaining to the successful completion of a specific project or objective.
Project Plan -- is a formal important document designed to guide the structure, control and execution of
a project and is key to a successful project.
Project Scope – * ” The work that needs to be accomplished to deliver a product, service, or result with
the specific feature and functions.”; The how of a project.
Product Scope - * ”The features and functions that characterize a product, service, or result.”; The what
of the project.
Project Sponsor -- A senior management role that typically involves approving or supporting
the allocation of resources for a venture, defining its goals and assessing the venture's eventual success.
Furthermore, a project sponsor might also champion or advocate for the project to be adopted with
other members of senior management within the business. Also called an executive sponsor.
Scope Creep - * ”Uncontrolled expansion to scope without adjustments to time, cost, and resources.”
Stakeholder -- are entities that have an interest in a given project. These stakeholders may be inside or
outside an organization which: sponsor a project, or. have an interest or a gain upon a successful
completion of a project; may have a positive or negative influence in the project completion.
http://www.businessdictionary.com/definition/project-sponsor.html#ixzz3okJgkd1g
*PMBOK® 2015, Glossary
_______________________________________________________________________________________________
References
References
A Guide to the Project Management Body of Knowledge (PMBOK@ Guide). , 2013 Fifth Edition.
Project Management Institute, Global Standard. Newton Square, PA, 2013 ANSI/PMI 99-001-
2013
Verzuh, The Fast Forward MBA in Project Management. 3rd edition, John Wiley & Sons,
Hoboken, NJ, 2008.
Whitehead, Richard. Leading a Software Development Team – A Development Guide to

Successfully Leading People & Projects. 1st edition Addison-Wesley, London, UK, 2001.
Hill, Gerard M., The Complete Project Management Methodology and Toolkit, 1st Edition CRC
Press, Taylor & Francis Group, An AUERBACH Book, NY, 2010
Construction Extension to The PMBOK@ Guide. Third Edition, 2nd edition, Project Management
Institute, Newton Square, PA, 2007.
_______________________________________________________________________________________________
ACRONYMS USED IN THIS COURSE
Acronym Full Name
BBS Behavior Based Safety

CAPM Certified Associate in Project Management
CEO Chief Executive Officer
CSA Canadian Standards Association
CHSC Certified Health & Safety Consultant
CHRP Certified Human Resources Professional
CSAO Construction safety Association of Ontario
CSSE Canadian Society of Safety Engineering
Est. Estimated
HR Human Resources
H&S Health & Safety
FAQ Frequently Asked Questions
FNLT Finish No Later Than
GHS Globally Harmonized System
ISO International Organization for Standardization
IT Information Technology
Inc. Incorporated
IP Intellectual Property
JHSC Joint Health & Safety Committee
JSA Job Safety Analysis
LPSW Low Pressure Service Water
LTIR Lost-time Injury Report
Mol Ministry of Labour
NGO Non-Government Organization
No. Number
OHS Occupational Health & Safety
OH&SA Occupational Health & Safety Act
OHSAS Occupational Health & Safety Assessment Series
PEng Professional Engineer
Acronym Full Name
PgMP Professional Management Professional

PM Project Manager
PMBOK Project Management Body of Knowledge
PMI Project Management Institute
PMI-SP(SM) Project Management Institute Scheduling Professional
PMI-RP(SM) Project Management Institute Risk Management Professional
PMO Project Management Office
PMP Project Management Professional
PPE Personal Protective Equipment
Prob. Probability
RACI Responsible, Accountable, Consulted, Informed
RAM Responsibility Assignment Matrix
SMART Specific, Measurable, Achievable, Realistic and Time-bound
TASC Training And Safety Consultants
TDG Transportation of Dangerous Goods
TSSA Technical Standards and Safety Authority
TRIR Total Recordable Incident Rate
USD US Dollars
VP Vice-President
WCB Workers Compensation Board
WBS Work Breakdown Structure
WHMIS Workplace Hazardous Materials Information System
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
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 Person

Convention 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
Revision:
Assessing and Managing Project Risk
2.10 Risk Register

Choose a response strategy for any Medium or High priority risks.
Analysis Response
No. Risk
Prob. Impact Priority & Owner
2.10 Mark: /5
Revision:
Pur Tek Waters Inc. - Audit Results 1
Score Score
SECTION 1: Leadership and Commitment Possible 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 2 2
workplace
*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 1 1
area – not just in a manual
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 2 2
-policy signed or initialed by employees
-training checklist
-company handbook
1.0.7 Have Health & Safety targets been established within the last 12 months?
-proactive/ process related targets
-training targets 1-3 0
-BBS/Near Miss/HCR targets
*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 2 0
-quarterly updates
1.0.10 Is the actual safety performance relative to the targets communicated to the
employees?
-posted on bulletin board 2 0
-safety meeting minutes
-newsletter
*1.0.11 Is the safety performance communicated? (reporting done at least quarterly to
receive points)
-quarterly report with performance relative to targets 1 0
-TRIR/LTIR
-monthly OHS summary reports
1.0.12 Have employees been acknowledged for meeting the targets?
-letter of recognition
-individual performance appraisal
-company memo 2 0
-safety awards/incentive programs tied into safety
-minutes of safety meeting
1.0.13 Has one person, reporting to senior management, been designated as the
company safety coordinator? 1 1
-organizational chart
COMPANY: Pur Tek Waters Inc. 2
-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 1 0
-supervisory log book (identifying information should be deleted or blacked out)
-employee file
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, 1-5 0
Leadership, Certification, Root Cause Analysis
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 2-10 0
-attending tool box meetings quarterly
-holding quarterly meetings in which H&S is an agenda item
- reviewing and analyzing injury and occupational illness causes
1.0.20 Does corporate take part in your local safety program?
-yearly shop/site inspections
-employee contacts during inspections
-checklist/documentation 3 0
-share learning’s from site observations/visits
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 2 1
-increased compliance with procedures
Does the company encourage off-the-job health and safety for all workers?
1.0.23 -agenda item at safety meeting
-equipment loaning policy/program
-newsletters 3 0
-hazard alerts
TOTAL 54 15
LESS N/As
NET SCORE
POSSIBLE ACHIEVED
*Annual Review Items
Score Score
SECTION 2: Roles & Responsibilities and Control Possible Achieved
2.0.0
2.0.1 Are health and safety roles, responsibilities, and duties identified, assigned and
communicated in writing to Managers?
- legislated duties and responsibilities from the OHS Act documented and
formally communicated. 2 1
communicated in writing to Supervisors?
communicated in writing to Workers?
communicated in writing to Contractors / Subcontractors?
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 2 0
-performance checklists dated within past 12 months
TOTAL 12 4
LESS N/A’s
NET SCORE
POSSIBLE ACHIEVED
Score Score
SECTION 3: Documents, Procedures, Reports & Communication Possible 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 1 1
-posted in conspicuous place in the workplace
*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 1 1
-posted by primary telephones
-posted by main entrances
*3.0.7 Government orders and inspection report
-posted in a prominent place after issuance 1 1
*3.0.8 Safety performance graphs updated & posted regularly?

-e.g., injury rates, OHS graphs, or similar graphs/safety statistics to indicate to 2 0
the employees progress toward enhanced safety performance
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 2 2
-posters and safety literature current and well maintained
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 3 3
-defined responsibilities
-training requirements
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 1 1
-policy to follow client’s procedures
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 1 1
-company policy and/or policy to follow client procedures
3.0.19 Hygiene surveys?
-policy where workplace hazards are identified, assessed, and controlled or
eliminated by a competent person 1 0
-in house or third party
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 2 2
-treatment or response procedures when overexposure is suspected or
experienced
3.0.22 Cold Stress?
-company hypothermia policy
-exposure chart
-signs and symptoms

-the effects of overexposure 1 1
-treatment or response procedures when overexposure is suspected or
experienced
TOTAL 31 22
LESS N/A’s
NET SCORE
POSSIBLE ACHIEVED
Score Score
SECTION 4: Project/Site Planning Documents Possible Achieved
NOTE: This section applies to industrial, construction, commercial, or civil projects

where contractor acts as the project manager.
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
Score Score
SECTION 5: Training Possible 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, 2 0
in consultation with the JHSC or H&S Representative, if any
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. 1-4 4
- Documentation may include training matrix or orientation checklist
5.0.4 Have appropriate people received training in accident investigation and
reporting?
-Certification, CSSE, Supervisory training 2 0

5.0.5 Have appropriate people received training in identification of workplace
hazards?
-hazard identification course/training, certification training, asbestos awareness, 1-4 1
gas testing, Other: eg.,mould, blood borne pathogens, noise measurement
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 3 0
-apprenticeship program
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 2-10 4
apprenticeship training
- (2 points each, to a maximum of 10 points)
TOTAL 29 11
LESS N/A’s
NET SCORE
POSSIBLE ACHIEVED
Score Score
SECTION 6: Health And Safety Representative/Joint Health and Safety Committee Possible 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 1 1
selection/appointment?
*6.0.8 Does the health and safety representative meet the legal requirements for
workplace inspections? 2 2
6.0.9 Are legal requirements being meet with regards to the health and safety
representative’s recommendations to employer? 1 1
6.0.10 Has the employer acted on the recommendations of the H&S representative? 2 2
6.0.11 Have written mandates & expectations been set for the JHSC or H&S
representative? 2 0
6.0.12 Are JHSC members or H&S Representatives trained as OHS observers? 2 0
6.0.13 Does the JHSC meet the legislated requirements to carry out their roles? 2-4 2
6.0.14 Has the JHSC been trained in any other H&S course?
-health, safety and the law, Bill C-45 1-2 1
*6.0.15 Does the JHSC distribute/communicate health and safety information at least
quarterly?
-posted minutes, hazard alerts, review of any outstanding items 2 1
6.0.16 Is the effectiveness of the JHSC or H&S representative evaluated?
-included in performance appraisal
-closure of action items
- workers informed on issues and status of follow-up items
-do workers provide input to the JHSC or H&S representative? 2 0
6.0.17 Have the JHSC members or the H&S representative been acknowledged for
their participation?
-documented recognition or acknowledgement by the company management 2 2
TOTAL 31 16
LESS N/A’s
NET SCORE
POSSIBLE ACHIEVED
Score Score
SECTION 7: Hazard Recognition, Assessment and Control Possible Achieved
7.0.1 Are there programs & procedures for recognizing, assessing and controlling
hazards?
-inspection checklists
-TASC/JSA 1-3 1
-safety audits
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 3 0
-it could be called “right to stop unsafe work”
*7.0.6 Are you evaluating if the hazard recognition programs and procedures are
being followed?
-results of OHS observations 1-3 0
- site audits
-site walkthroughs
*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 2-10 2
7.0.7.5. Safety suggestions
- ( 2 pts. per indicator to a max. 10 pts.)
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 1-4 4
- (1 pt. per indicator to a max. 4 pts.)
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 2 0
-review hazard controls
-sign –off
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 1-4 0
-hazard control listed for each identified hazard
TOTAL 42 10
LESS N/A’s
NET SCORE
POSSIBLE ACHIEVED
Score Score
SECTION 8: Tools, Equipment, and Vehicle Maintenance Possible 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
Score Score
SECTION 9: Accident/Incident Investigation and Follow-up Possible 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
lost-time injuries?
-lost-time injury should be defined along with the reporting requirements 1 1
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 4 0
management, supervisor) based on the classification system results
fire/explosion? 1 1
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
Score Score
SECTION 10: First Aid, Medical Aid, and Return to Work Possible Achieved
10.0.1 Does the employer comply with the first aid requirements with respect to the
availability of a first aid station? 2 2

10.0.2 Do the first aid kits comply with the first aid requirements with respect to the
required components based on the number of employees? 2 2
*10.0.3 Does the employer maintain a quarterly inspection of all first aid boxes and
their contents?
-inspection card required for each box
-date of the most recent inspection 2 0
-signature of the person making the inspection
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
Score Score
SECTION 11: Proactive Safety Systems Possible 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 1-4 0
(1 point per expectation -maximum 4 points)
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? 1 0
-refer to item 11.0.1
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 1-3 0
-other means?
- (1 point for each action – maximum 3 points)
*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? 3 0
(1 point for each action – maximum 3 points)
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? 1-3 3
( 1 point per example to a maximum of 3 points)
*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
Score Score
SECTION 12: Site Visit (To be completed 6 months after the initial audit) Possible Achieved
12.0.1 Has the company participated in the site visit component of the Safety
Management Assessment within the past 12 months?
-equivalent to ~20% reduction of total score if not completed 75 NA
TOTAL 75
LESS N/A’s
NET SCORE
POSSIBLE ACHIEVED
HEALTH AND SAFETY PROFILE EVALUATION SUMMARY
Score Score Prev.

Possible Achieved % %
Section 1 Leadership and Commitment 54 15 28

Roles & Responsibilities and
Section 2 Control 12 4 33
Documents, Procedures, Reports
Section 3 and Communication 31 22 71
Section 4 Project/Site Planning 14 12 86
Section 5 Training 29 11 38
Health & Safety
Section 6 Representative/Joint Health and
Safety Committee 31 16 52
Hazard Recognition, Assessment
Section 7 and Control 42 10 24
Tools, Equipment and Vehicle
Section 8 Maintenance 16 16 100
Accident/Incident Investigation
Section 9 and Follow-up 39 27 69
First Aid, Medical Aid, and Return
Section 10 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
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.
©2015 CSSE – Participant Guide No Reproduction Without Permission

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Certified Health and Safety Consultant

Project Management for the

Canadian Society of Safety Engineering.

Project Management for the Health &

Manual - Table of Contents

Tab 1: Instructor Slides

PLEASE READ CHSC EXAM INSTRUCTIONS IN ITS ENTIRETY

Statement of Independent Completion

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

Guidelines on Collaboration, Plagiarism and Citing Sources on CHSC Exams1

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

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

All of the following activities are considered plagiarism:

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

CSSE Education Steering Committee, November 2012

When do I need to cite?

When in doubt, acknowledge and cite sources

Acknowledging the contribution of colleagues

Citing style or protocol

CSSE Education Steering Committee, November 2012

CSSE Education Steering Committee, November 2012

Certified Health and Safety Consultant

Project Management for the Safety

Canadian Society of Safety Engineering (CSSE)

Edition Date: January 2012

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 Learning Outcomes

Course participants will be:

Module Performance Outcomes

Module Material Required

Visual aids: Presentation software.

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Ground Rules (Culture of the Room)

2. Tolerance for a diversity of opinions and experiences

3. Respectful processes in discussion

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

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Course participants will be able to:

• Use the terminology and processes of modern project management

• Communicate the business justification for your safety project

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

• Present an organized approach to safety projects

• Achieve your CHSC designation!

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Requirements for Passing the Course

1. Attend all instructional sessions

The Marking Scheme

Take home exam

Watch for these icons:

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MODULE 2 Project Fundamentals

Course participants will be able to:

1. Define what is a project; and