Project Manager - Electronics
Project Manager - Electronics
Sector
Electronics
Sub-Sector
Generic
Occupa on
Generic – Planning &
Management
Reference ID: ELE/Q9801 Version-1.0
NSQF Level: 7
Project Manager-
Electronics
Par cipant Handbook
Published by
Electronics Sector Skill Council of India (ESSCI)
ESC House, 2nd Floor 155, Okhla Industrial Estate, Phase-3, New Delhi-110020, India
Email: [email protected]
Website: www.essc-india.org Phone: +91 11 46035050
Printed in India at
Copyright @ 2022
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Disclaimer
The informa on contained here in has been obtained from sources reliable to ESSCI. ESSCI disclaims all
warran es to the accuracy, completeness or adequacy of such informa on. ESSCI shall have no liability
for errors, omissions, or inadequacies, in the informa on contained herein, or for interpreta ons
thereof. Every effort has been made to trace the owners of the copyright material included in the book.
The publishers would be grateful for any omissions brought to their no ce for acknowledgements in
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Project Manager-Electronics
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Certificate
for
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Acknowledgements
This par cipant’s handbook meant for Project Manager-Electronics is a sincere a empt to ensure the
availability of all the relevant informa on to the exis ng and prospec ve job holders in this job role. We
have compiled the content with inputs from the relevant Subject Ma er Experts (SMEs) and industry
members to ensure it is the latest and authen c. We express our sincere gra tude to all the SMEs and
industry members who have made invaluable contribu ons to the comple on of this par cipant’s
handbook.
I would like to thank the team of Feedback Advisory for their support to develop the content, the SME
and the team at the ESSCI along with the industry partners for the reless effort in bringing the
handbook in the current format.
This handbook will help deliver skill-based training in the field of drone service and maintenance. We
hope that it will benefit all the stakeholders, such as par cipants, trainers, and evaluators. We have
made all efforts to ensure the publica on meets the current quality standards for the successful
delivery of QP/NOS-based training programs. We welcome and appreciate any sugges ons for future
improvements to this handbook.
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Symbols Used
Summary Exercise
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Table of Contents
SI.No Modules and Units Page No
3. Process of Carrying out Execu on, Monitoring, Control and Closure of the
Project (ELE/N9802 ) 49
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1. Introduc on to
the Role of a
Project Manager
Bridge Module
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Consumer electronics is the most crucial segment of the Indian electronics hardware industry. The
segment accounts for approximately 28 percent of the country's electronic industry produc on. In
2009, the es mated turnover for this segment was 260 billion. Around half of the workforce is
employed in the consumer electronics sector's produc on func on. The current consumer electronics
employment pa ern is around 0.9 million approx. Electronic components accounted for the lion's
share of exports in 2008, accoun ng for 45 percent of total exports. According to the report "Human
Resource and Skill Requirements in the Electronics & IT Hardware Sector (2022)," the electronics
industry's output is expected to rise from $844 billion in 2008 to $7,520 billion by 2022. This is a good
sign because it would increase overall employment from 0.9 million to over 4 million by 2022
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Since project managers have a wide range of responsibili es, a diverse set of skills is beneficial in
propelling them through the process. Let’s look at the required skills or key competencies of a Project
Manager in the electronic industry.
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Acute a en on to
Strong technical skills in detail coupled with the Capability to manage
electronics ability to see the big risks
picture
Excellent organizing
Good leadership and
Cri cal thinking skills and communica on
managing skills
skills
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Summary
• The electronics industry is the economic sector that manufactures electronic devices. It is one of the
world's largest and fastest-growing industries.
• In 2020, the global electronics industry is projected to be worth $2.9 trillion. In comparison, the
global value of the electronics industry is nearly equal to India's current GDP of US$ 2.9 trillion.
• The industry is dis nguished by rapid innova on and speed to market, a short product life cycle,
highly automated manufacturing, and high volume produc on, all of which result in consistent
quality at a low cost and profit accrual through volume.
• The Government of India's Na onal Policy for Electronics, 2019 ('NPE') recognizes the electronics
industry's growth poten al and strategic importance.
• The Indian electronics industry is segmented into seven sub-sectors - communica ons and
broadcas ng electronics, consumer electronics, industrial electronics, electronic components,
strategic electronics, computer hardware and LED.
• Consumer electronics is the most crucial segment of the Indian electronics hardware industry. The
segment accounts for approximately 28 percent of the country's electronic industry produc on.
• A project manager is a professional who organizes, plans, and manages projects while adhering to
constraints such as budgets and melines.
• The project managers are responsible for managing mul ple projects according to the size of the
organisa on.
• Project managers have a wide range of responsibili es, a diverse set of skills is beneficial in
propelling them through the process such as strong technical skills in electronics, a keen eye for
detail combined with the ability to see the big picture, capability to manage risks, good leadership
and managing skills, excellent organizing and communica on skills etc.
• According to a Project Management Ins tute (PMI) report, India is the fastest-growing market for
Project Management-related employment. As per es mates, India will require more than 70 lakh
project managers over the next ten years to look a er the growing industry needs in the na on.
• The average annual salary of project manager with 1-4 years of experience ranges from 6 lakhs to 14
lakhs per year. A candidate with good years of experience and skills, on the other hand, can
command three mes the salary of a novice.
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Notes
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QR Code
Scan the QR Code to watch the related video
youtu.be/B7MZ5_kQ75w youtu.be/KG5cltHpbYs
1.1.1 Introduc on to Electronic Industry 1.1.2 Roles and Responsibili es of
a Project Manager
youtu.be/CSoubY-WM5s
1.1.3 Various Employment
Opportuni es for Project Manager
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Exercise
Answer the following ques ons:
1. Explain electronic industry and its sub-sectors.
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2. The average annual salary of project manager with 1-4 years of experience_________________ per
year.
a. 6 Lacs – 14 Lacs b. 2 Lacs – 4 Lacs
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2. Process of Carrying
out Project Ini a on
and Planning
ELE/N9801
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Execu ve Summary
Ÿ The execu ve summary is a condensed version of each sec on of the business case.
It provides stakeholders with a high-level overview of the project
Project Defini on
Ÿ This sec on is intended to provide general informa on about the projects, such as the
project's business objec ves and project plan outline.
Project Scope
Ÿ The project scope defines all of the tasks and deliverables that will be completed in the
project to meet the business objec ves.
Background Informa on
Ÿ It provides context for the project by explaining the problem it is meant to solve and how it
aligns with the organiza on's vision and strategic plan.
Project Plan
Ÿ The project plan provides a breakdown structure of each task that must be accomplished in
order to complete the project. When all of the tasks are collected, it es mates how long it
will take to complete each one.
Project Budget
Ÿ A budget is an es mate of everything in the project plan and how much it will cost to
complete the project within the me frame specified.
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Project Schedule
Ÿ It creates a project meline by es ma ng how long each task will take to complete. Gan
charts are very effec ve for crea ng a more impac ul project schedule. This adds a flourish
of data visualiza on and skill that Excel sheets lack.
Communica on Plan
Ÿ A communica on plan is a policy-driven approach to informing stakeholders. The plan
specifies who should receive specific informa on, when that informa on should be
delivered, and which communica on channels will be used to deliver the informa on. It
also establishes milestones for check-ins and status updates, as well as how stakeholders
will be kept informed of project progress throughout the project life cycle.
Progress Reports
Ÿ A progress report is a report that updates informa on about a project. The project
manager and clients use the progress reports to stay informed about a project and change
or adjust assignments, schedules, and budgets. It monitors and tracks project progress to
compare planned to actual progress. There are task tracking tools available to assist in
tracking progress and performance.
Financial Appraisals
Ÿ A financial appraisal is a method for determining the viability of a proposed project by
calcula ng the value of net cash flows generated by its implementa on. The scope of the
inves ga on, the range of impacts examined, and the methodology used dis nguish
financial appraisals from economic appraisals. This is a cri cal sec on of the business case
because it describes how the financial benefits outweigh the costs. Examine the project's
financial costs and benefits. It can accomplish this by conduc ng sensi vity and cost-
benefit analyses.
Market Assessment
Ÿ A market assessment is an in-depth examina on of the company's compe tors, customers,
and other industry stakeholders. A market assessment, which is an important part of the
company documenta on, allows the company to understand the market's need and
demand for its business offerings. Inves gate the market, compe tors, and industry to
iden fy opportuni es and threats.
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SWOT Analysis
Ÿ A SWOT analysis can assist to iden fy the company's strengths, weaknesses, opportuni es,
and threats. Internal strengths and weaknesses, while external opportuni es and threats.
Marke ng Strategy
Ÿ A marke ng strategy is a company's overall game plan for reaching out to prospec ve
customers and conver ng them into customers of their products or services. It includes the
value proposi on of the company, key brand messaging, data on target customer
demographics, and other high-level elements.
Risk Assessment
Ÿ A risk assessment is a procedure for iden fying poten al hazards and analyzing what might
happen if one occurs.
Ÿ A business impact analysis (BIA) is the process of determining the poten al consequences
of interrup ng me-sensi ve or cri cal business opera ons. Numerous risk categories can
have an impact on a project. The first step toward mi ga on is iden fying and assessing the
risks associated with the project ac vi es.
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Please Note: - A Gan chart is a bar chart that shows how project tasks are scheduled over me. A Gan
chart is used in project planning to show what work is scheduled to be done on specific days. It also
allows project managers and team members to see the start, end, and milestone dates of a project
schedule in a single stacked bar chart.
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A business case must guide the reader through the problem, consider various solu ons, and ul mately
decide on the best op on. As a result, it requires a clear structure with plenty of headings and
subheadings to guide the reader. A good business case will explain the problem, iden fy all possible
solu ons, and allow decision-makers to choose the best course of ac on for the organiza on. It will
also allow any changes to the project's scope or metable to be evaluated against the original purpose.
A business case is frequently wri en for people who do not have in-depth knowledge of the subject.
The following are key points to consider when wri ng the business case and ensuring that it is
understandable, logical, and relevant.
1. Keep the language as simple as possible and free of jargon.
2. Use short sentences and plenty of subheadings to break up the text.
3. Paragraphs should be no more than four to five lines long, with a line between paragraphs.
Shorter is preferable instead of lengthy.
4. The project manager should also try to ins ll a sense of urgency.
5. Make it clear when a decision is required and why that date is cri cal.
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Iden fy the project Figure out project Iden fy the limita ons
requirements goals
A project scope statement is a document that defines all of the project's scope elements, as well as
assump ons, project requirements, and acceptance criteria. It serves as the primary tool that
stakeholders and teammates can refer to and use as a guideline to accurately measure project success.
Project scope is a moving target that project managers want to nail down before mapping out the
project management plan. It acts as a boundary within which an en re project exists. However, the
scope of a project is more than just work management. To define it, one must first comprehend the
project's objec ves, work breakdown structure, and requirements, among other things.
The project manager can create the scope statement once the project scope has been defined. It is
done a er reviewing the project start-up document (or project charter) prepared by the project
sponsor. In this document, the project manager is responsible for defining the scope of the project and
providing measurable goals.
The scope statement ensures that all par es involved have a common and clear understanding of the
project and helps to manage scope creep. In other words, it describes what is included in the project
and what is not, and thus serves as the founda on for the project plan. The following figure explains
each of the components of a project scope statement.
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Project Deliverables
• List of the deliverables that team
members must create in order to
sa sfy business goals
• Include the product itself, instruc on
and installa on manuals, marke ng
materials, press releases, adver sing
campaigns and more
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2.1.3 Significance of Iden fying Project Risks and its Solu ons
A project risk is an unforeseeable event that may or may not occur during the course of a project.
Contrary to popular belief, a project risk can have either a nega ve or posi ve impact on progress
toward project objec ves. Project risk is the possibility that a project will fail.
Project risks are classified into following categories:
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Scope creep: When the ini al project objec ves are not
well-defined, scope risk, also known as scope creep,
occurs. It is cri cal to communicate the project roadmap
with stakeholders from the start and to s ck to those
parameters. If the project manager fails to effec vely
communicate the project scope, stakeholders may
a empt to change requirements mid-project.
Solu on: Defining clear project parameters from the
start will help to strengthen the scope of the project.
Agreeing on the project scope and communica ng that
vision with stakeholders from the start will reduce scope
creep. Regular progress check-ins can also help to
ensure that the project stays within its original scope.
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Every project involves risks. If a poten al project risk is not iden fied early on, the project will be at a
high risk of failing to complete on me, within budget, and with the expected quality. One of the current
challenges for a new project manager is the lack of a sample or general risk list to refer to when
iden fying project risks.
Risk management entails determining which risk categories are most likely to impact the project and
devising a strategy to mi gate those risks. The observa ons below provide a sample and general
project list that a new project manager can refer to at the start of their project to iden fy poten al risks.
1. Risk Iden fica on - The first step in the risk analysis process is to iden fy poten al risks to the
project. Other project risks could include contractor failure, unexpected life events, data
transfer issues, shi ing priori es, legal risk, market risk, and project deferral, in addi on to the
seven most common risk events men oned above. To begin the risk iden fica on process, ask
the following ques ons:
a. What is the probability of this risk event occurring?
b. What are the consequences and severity of the risk?
c. What is our risk management strategy?
d. What is the priority level given the likelihood and impact?
e. Who is responsible for this risk?
Once you've answered these ques ons, move on to the risk management process, which will include
risk priori za on, ac onable solu ons, and regular monitoring.
2. Determine the likelihood and impact - The project manager can sort through the risks and
determine which ones are most likely to occur. Placing the risks in order of likelihood will help
them to priori ze which risks to address as you develop a plan of ac on.
When priori zing risks, it is important to consider not only the likelihood of occurrence but also
the business impact of each risk. The project manager should plan more carefully for risks that
have the poten al to have a significant impact on a business.
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3. Find solu ons for each risk - When conduc ng risk assessments, the goal is to develop a game
plan for how the team will deal with each risk. Sor ng risks by likelihood and business impact will
provide a star ng point for problem-solving. Conduc ng a risk assessment will help the projects
succeed by preven ng risk along the way. The Project Manager can meet with project
stakeholders to proac vely iden fy reasonable solu ons to project risks that are on their minds.
Examine lessons learned from previous projects to see how risks were handled.
4. Monitor risk assessment regularly - Once the risk assessment has been developed by the project
manager, it is cri cal to monitor it on a regular basis because circumstances can change. The
likelihood of risk changes, as does the business impact. It is also possible that new risks will
emerge, or that previously possible risks will become less likely. Regularly monitoring your risk
assessment can help you feel the most prepared for uncertain events.
Conduct a Market
Conduct a Preliminary Prepare a Projected
Survey, or Perform
Analysis Income Statement
Market Research
Plan Business
Prepare an Opening Review and Analyze All
Organiza on and
Day Balance Sheet Data
Opera ons
Make a Go/No-Go
Decision
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Note Key
Build the Project Assump ons & Log Key Project
Budget Constraints Risks
Define Project
Requirements and
Success Criteria
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Managing
Developing a project deliverables Recrui ng project staff
plan according to the plan
Establishing a project
Determining the
Leading and managing schedule and
methodology used on
the project team determining each
the project
phase
Assigning tasks to
Communica ng with
project team
upper management
members
2. Project Team Member - Project team members are people who ac vely work on one or more
phases of the project. They could be in-house employees or outside consultants who work on
the project full- me or part- me. The roles of project team members can differ depending on
the project. Responsibili es of project team members o en include:
a. Contribu ng to the overall set objec ves
b. Comple ng individual deliverables
c. Providing knowledge
d. Working with users to iden fy and meet business requirements
e. Documen ng the procedure
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3. Project Sponsor - The project sponsor is the project's driver and internal champion. They are
usually members of senior management who have a vested interest in the project's success. The
project sponsor collaborates closely with the project manager. They validate the project's goals
and take part in high-level project planning. They also frequently assist in resolving conflicts and
removing obstacles that arise throughout the project life cycle, as well as signing off on approvals
required to advance each project phase.
Communica ng the
project’s goals
throughout the
organiza on
4. Execu ve Sponsor - The execu ve sponsor should ideally be a senior member of management.
He or she is the project's visible champion among the management team and the final decision-
maker, with final approval on all phases, deliverables, and project scope changes. The execu ve
sponsor is typically responsible for:
a. Approving all changes to the project scope
b. Providing addi onal funds for scope changes
c. Approving project deliverables
d. Carrying ul mate responsibility for the project
5. Business Analyst - The business analyst defines a company's needs and makes recommenda ons
to improve the organiza on. They ensure that the project's objec ves solve exis ng business
problems or improve performance and add value to the organiza on when they work on a
project team. They can also assist in increasing the value of project deliverables. The business
analyst's responsibili es on a project team include the following:
a. Assis ng in the project's defini on
b. Obtaining requirements from various business units or users
c. Technical and business requirements documenta on
d. Ensuring that project deliverables meet the specifica ons
e. Valida on of objec ves through tes ng solu ons
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Notes
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QR Code
Scan the QR Code to watch the related video
youtu.be/UQP5MmCAQ3Y youtu.be/QDLk2QIuJkg
2.1.2 Project Scope Statement and
2.1.1 Crea ng Business Case
Determining the Deliverables
youtu.be/Crzo6HnGPO4 youtu.be/I4JsU42IO6g
2.1.3 Significance of Iden fying Project
Risks and its Solu ons 2.1.5 Crea ng Project Charter
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Exercise
Answer the following ques ons:
1. What is project charter?
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6. Discuss the significance of iden fying project risks along with solu ons.
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1. Acceptance Criteria: Standards to be met to meet the needs of customers or other stakeholders.
2. Budget: Project expenses, which can be broken down by deliverables or phases.
3. Deliverables: The products, services, or outcomes produced at various stages of the project. A
deliverable-based WBS, for example, would be structured around deliverables such as URL,
layout, and wri en content in a website design project.
4. Milestones: Cri cal stages of the project are iden fied in the work breakdown structure.
5. Phases: The various stages of a project are referred to as phases. A phase-based WBS, for
example, would be structured around things like discovery, design, and launch in a website
design project, rather than specific deliverables.
Although it is frequently overlooked during the planning process, a work breakdown structure or
dic onary is a valuable tool for comple ng projects efficiently and on me. Here are some of the
advantages and disadvantages of crea ng a work breakdown structure:
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Notes
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The following are the steps involved in the Es mate Ac vity Resources process:
Update Project
Documents
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It is a difficult task for many Project Management teams to analyze or predict how long it will take to
complete a project. Missing deadlines and exceeding budgets result in inaccurate es mates in large
and complex projects. Project teams use a refined es ma on to predict the future at the point of
delivery. Es ma ng the project dura on is not an easy task. As a result, Project Managers should
consider learning some theories as well as applying some approved procedures and strategies.
Es ma ng ac vity dura on is a technique for determining the number of work periods needed to
complete individual tasks with es mated resources. The main advantage of this procedure is that it
es mates how long each task will take to complete, which is an important input into the development
schedule process.
Fortunately, including a skilled es mator on a Project Management team is vital, as it aids in the
crea on of schedules, budgets, resource management, and the overall success of the team and
business. Using the right so ware for the project would be beneficial, but knowing the methods and
learning how to apply them is how one becomes a great es mator.
The tools and techniques for es ma ng ac vi es that work for all types of projects are listed below.
1. Expert Judgment - It is the most common technique for extrac ng an es mate. The Project
Management team must include experts with the most hands-on experience in recognizing how
to use the project requirements. It is also cri cal to ensure that everyone is aware of what needs
to be delivered. Look for experts who will be working on the project as well.
2. Analogous Es ma on - It is a method that allows a Project Management team to refer to similar
and exis ng projects that can be used to evaluate the current project's ac vity dura ons. A
similar es ma on method can assist a project manager in es ma ng the me required to
complete the project. Ensure the success of previous projects that are similar to the current task.
When there is limited informa on about the project, an analogous method of es ma ng can be
used to calculate the es mate the fastest.
3. The PERT Method - It is an example that could be sta s cally analyzed to evaluate the ERP
project implementa on and determine the project dura on. This method, however, may not
provide a precise predic on. When a couple of data points prevent carrying out a specific
analysis, this technique employs an expert's knowledge and experience to present an important
date. The ability to validate the es mated project dura on period in terms of its likelihood of
mee ng planned value jus fies project managers' use of the PERT technique. The strategy is
extremely simple and can be useful for complex projects. Its flaw, regre ably, is that any
precision of the strategy's parameters expecta on will be dependent on the accuracy of
thoughts taken regarding single individual tasks run- me.
4. Three-Point Es mates - The PERT (Program Evalua on and Review Technique) is the most widely
used sta s cal tool to determine the me dura on of a project under the three-point es mates
procedures. In project management, the PERT technique is the best way to es mate project
ac vity dura ons. It makes use of three- me es mates to calculate a rough period for the
es mated ac vity dura ons.
5. Parametric Es ma ng - Parametric es ma on, like the analogous es ma on method, analyses
the es mated dura on of a project using historical data and various parameters. Actual
connec ons between recorded data and variables are also used in metric es ma on. It is more
precise than the comparable technique.
6. Alterna ve Analysis - It allows you to experiment with different approaches to resource
alloca on by changing the number of resources and deciding on the best one.
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The process for es ma ng the total dura on required for your project is as follows:
An ac vity list is used for es ma ng ac vity costs. This means that all relevant ac vi es associated with
a specific task or project are listed so that the cost of each ac vity can be calculated. In project
management, ac vity cost es ma on employs a variety of techniques, but what is important
throughout the process is that documents about the required ac vi es are gathered to generate
es mates and arrive at a basic value.
Changes to the ac vi es may occur during the ac vity cost es ma on process, affec ng the overall cost
es mate. To address this issue, a cost management plan is required to generate es mates for changing
tasks as well as manage the changes. It is difficult for projects to even begin without it.
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Transi on/Rollout
Plan
Handover
Document
Contract Closure
Lesson Learned
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Con ngency planning is viewed as a low priority: Because the plan may never be
needed, there is a tendency to put it off. However, failing to plan for a con ngency
can lead to project failure.
Lack of enterprise-wide plan awareness and buy-in can hinder implementa on:
Projects do not happen in a vacuum. If all stakeholders in the organiza on are not
aware of and invested in the plan, it may take longer to implement.
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Step 5
Step 4
• Consolidate the Three
• Determine the
Baselines into the
Performance
Performance
Measures/Indicators
Measurement Baseline
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Notes
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2.2.1 Work Breakdown Structure 2.2.2 Es ma ng Dura on, Cost
& Resources for Project
youtu.be/w2kOqmaSJj8 youtu.be/WNWSQOynrl0
2.2.4 Importance and Process of 2.2.6 Planning so ware Tools for Time-
Crea ng a Con ngency Plan Bound Scheduling and Cri cal Tasks
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Exercise
Answer the following ques ons:
1. Explain various techniques used for es ma ng dura on in project.
_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________
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Reviewing progress
Evalua ng regular Reviewing contractor
and performance
internal status updates agreements
updates from vendors
4. Closing procurement - Closing procurement entails all steps required to terminate a partnership
or contract. This frequently entails a review of the completed work or services, renego a on of
any changes to the original contract terms, and confirma on of payments issued and received.
Organiza ons may also file a formal release of liability a er the procurement is completed. This
contract confirms that the vendor has fulfilled the terms of the original contract and is no longer
obligated to par cipate in the project in any way.
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2.3.1 Process of Planning and Procuring Project Resources
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Exercise
Answer the following ques ons:
1. Explain the seven stages of nego a on process.
_________________________________________________________________________________
_________________________________________________________________________________
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Summary
• A business case is a document that explains the value or benefits that the company will receive if an
individual pursues a major business investment or ini a ve.
• A business plan, on the other hand, is a blueprint for a completely new venture.
• A business case is frequently used by decision-makers, stakeholders, and the general public as a
management tool for making evidence-based and transparent decisions. It is a framework for the
subsequent policy, strategy, or project delivery and performance monitoring.
• Success criteria are the standards/levels used to determine whether an objec ve / goal /
target/outcome has been achieved/successful.
• A Gan chart is a bar chart that shows how project tasks are scheduled over me. A Gan chart is
used in project planning to show what work is scheduled to be done on specific days.
• A business case must guide the reader through the problem, consider various solu ons, and
ul mately decide on the best op on. As a result, it requires a clear structure with plenty of headings
and subheadings to guide the reader.
• Project scope is a moving target that project managers want to nail down before mapping out the
project management plan. It acts as a boundary within which an en re project exists. However, the
scope of a project is more than just work management.
• A project risk is an unforeseeable event that may or may not occur during the course of a project.
Contrary to popular belief, a project risk can have either a nega ve or posi ve impact on progress
toward project objec ves. Project risk is the possibility that a project will fail.
• When priori zing risks, it is important to consider not only the likelihood of occurrence but also the
business impact of each risk. The project manager should plan more carefully for risks that have the
poten al to have a significant impact on a business.
• A feasibility study is an analysis that considers all relevant factors for a project, including economic,
technical, legal, and scheduling considera ons, to determine the likelihood of the project is
completed successfully.
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Project Manager-Electronics
• In order to gain approval from key project stakeholders, a project charter is an elevator pitch of your
project objec ves, scope, and responsibili es.
• The project team is the group of people who are in charge of carrying out the tasks and producing the
deliverables specified in the project plan and schedule, as directed by the project manager, at
whatever level of effort or par cipa on is s pulated.
• A work breakdown structure, or WBS, is a project management tool that uses a step-by-step
approach to finish large projects with many moving parts. A work breakdown structure (WBS) can
integrate scope, cost, and deliverables into a single tool by breaking down the project into smaller
components.
• Es ma ng ac vity resource is a process that assists the project team in determining the type and
quan ty of material, human resources, tools, or supplies needed for the project.
• Es ma ng ac vity dura on is a technique for determining the number of work periods needed to
complete individual tasks with es mated resources. The main advantage of this procedure is that it
es mates how long each task will take to complete, which is an important input into the
development schedule process.
• A con ngency plan is a plan of ac on designed to assist an organiza on in effec vely responding to a
significant future event or situa on that may or may not occur. A con ngency plan is also known as
"Plan B" because it can be used as an alterna ve course of ac on if expected results do not
materialize.
• The Performance Measurement Baseline (PMB) is an important tool in earned value management
that is used in the Technical Assessment Process to evaluate the technical progress of a programme.
• A scheduling tool aids in priori za on by allowing project managers to see the big picture and track
progress on all projects at the same me. This enables them to priori ze projects based on their
business requirements.
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2.4.1 Process of Obtaining Necessary Approvals
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Exercise
Answer the following ques ons:
1. List the benefits of using so ware for project approvals.
_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________
3. Explain any two alterna ves authori es for approval of change requests.
_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________
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3. Process of Carrying
out Execu on,
Monitoring, Control
and Closure of the
Project
ELE/N9802
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Provide an opportunity to get What the meline is, and what Demonstrates do every
everyone on the same page and could slow down the project and stakeholders what success looks
establish ground rules for how to avoid it like and what steps must be
effec ve collabora on taken to achieve it
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A great kick-off mee ng does not happen by accident. It is the result of me culous planning and
prepara on. The mee ng agenda should be structured according to the project, but key elements
should include the 5 W's: who, what, where, when, why, and how. The following checklists must be
completed before sending out the invita on to the kick-off mee ng:
ü Why are you doing it?
ü When is the right me to host the mee ng?
ü Where should it be held?
ü What documents should you print?
ü How long should the mee ng be?
ü Who should a end?
ü What is the project scope?
ü What should be discussed?
ü What’s the ac on plan?
ü Who’s doing what?
ü How are you going to work together?
ü What does success look like?
It is possible that the project about to begin is internal, such as the rollout of a new document
management system or the development of a new design feature, or that it is an external project for a
client or customer. The ini al kick-off mee ng serves the same basic purpose in both cases: it is a
mee ng to set the tone, style, and vision for the project as a whole, as well as to establish common
goals, tasks, and melines with the project team.
The project kick-off mee ng for client work will include:
a. Introducing the project team
b. Walking the client through the project stages
c. Agreeing on how to effec vely collaborate to successfully deliver the project
It's an opportunity for the team to gain a be er contextual understanding of the project, demonstrate
their understanding and enthusiasm for the project, and lay the groundwork for a posi ve working
rela onship with the client. Also, the project manager must ensure to cover the agenda for the kick-off
mee ng with the team, as well as any ques ons or issues that haven't been addressed. The agenda for
the kick-off mee ng can be used effec vely to ins l confidence in the client that the team is capable of
comple ng the project successfully. The project manager can acquaint the team with one another and
with the client. Later, the following elements must be discussed:
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Project
Project Management
Constraints Project Timeline
Methodologies
Project
Deliverables
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Project Manager-Electronics
An effec ve kick-off mee ng fosters trust and transparency among par cipants. It brings everyone on
board with the project's vision and adds perspec ve for both team members and clients. The following
are some best prac ces on how to kick off a mee ng:
Fig. 3.4 Best Prac ces for Conduc ng an Effec ve Project Kick-off Mee ng
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Notes
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The following figure explains the standard procedure of work alloca on:
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Par cipant Handbook
coordinator collaborates closely with a project manager and is aware of the project's objec ves. It
enables the project manager to be er monitor and controls each stage of the project to ensure that it
progresses in accordance with the meline. The project manager collaborates with the team to
manage risks and the relevance of tasks to the current scope of the project. Effec ve project
coordina on can boost the team's produc vity at work. The following figure summarize the
importance of effec ve coordina on in the project with the team and third par es/vendors.
Improve project
Communicate key points produc vity and quality Stay on schedule and
and priori es by streamlining within budget
communica on
Improve client
Reduce risk
feedback
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Fig.3.8 Importance of Maintaining Effec ve Rela onship and Communica on with Stakeholders
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Data collec on is the systema c process of gathering and measuring informa on on variables of
interest to answer stated research ques ons, test hypotheses, and evaluate outcomes. The process of
collec ng data consists of the following five steps.
Determine progress
Establish a data Choose the data
details and make a
collec on meline collec on method
list of the specifics
The most effec ve project status reports foster accountability and ownership among the team
members. They iden fy problems, mi gate risks, and, most importantly, keep the team on track to
meet the project objec ves. Project status reports are also useful to clients. It describes a project's
progress over a specific me and compares it to the project plan. Status reports are used by project
managers to keep stakeholders informed of progress and to monitor costs, risks, me, and work.
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tools for comple ng the project scope management plan include Statement of Scope (SOS) and Work
Breakdown Structure (WBS) templates. The techniques for managing changes in project management
are as follows.
1. Recognize and communicate the reason for the change
2. Make a note of the change
3. Evaluate the change and comprehend its implica ons for scope, schedule, and budget
4. Consider the consequences and get any changes approved
5. Implementa on and communica on with the team
The process of formalizing acceptance of completed project deliverables is known as valida ng scope.
By valida ng each deliverable, this process adds objec vity to the acceptance process and increases
the likelihood of the final product, service, or result acceptance. The following figure depicts the
process's inputs, tools and techniques, and outputs.
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Similarly, melines are also crucial to any project. They are not only useful for organizing tasks, but they
also hold everyone accountable for comple ng them. They describe what the project will achieve and
aid in the establishment of clear objec ves and priori es. The development of a project execu on plan
is a difficult task. Schedule Adherence provides project managers with addi onal early warning
informa on, allowing for be er decision-making and increasing the likelihood of project success.
Timely comple on of
Improve mo va on
Important tasks
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Project Manager-Electronics
There have been some serious workplace accidents, such as slip and falls, or incidents involving
employees who worked in an environment with a poor EHS system. If look carefully, we can probably
find something at the workplace that could have caused an accident or something even more
dangerous. Many hazards lurk in and around the workplace. Some people in offices are exposed to less
severe workplace hazards than outdoor workers, but everyone is exposed to some level of risk in the
workplace. The following are the advantages of adhering to Health, Safety, and Environmental
Protec on Prac ces.
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Be ready to change
Stay ahead with the Perform Good House-
course if things go
latest digital technology keeping prac ces
wrong
Fig.3.18 Standard Prac ces for Effec ve Site & Infrastructure Management
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Logis cs management is the process of planning, implemen ng, and controlling the efficient, effec ve
flow and storage of goods, services, and related informa on from the point of origin to the point of
consump on to meet customer requirements. It entails planning, implemen ng, and supervising the
efficient storage and transporta on of goods from point of origin to the final des na on (the point of
consump on). Logis cs, in other words, manage both forward and reverse merchandise flows. The five
logis cs components include:
1. Storage, warehousing and materials handling
2. Packaging and uni sa on
3. Inventory
4. Transport
5. Informa on and control
Effec ve logis cs management can increase efficiency and produc vity while lowering costs and saving
me. Good logis cs management, for example, ensures that the workforce can carry out required
ac vi es without being delayed by materials being delivered to the site.
Many ac vi es are integrated into logis cs management, including:
1. Resource assessment
2. Lead me assessment
3. Supply and demand planning
4. Sourcing and procurement
5. Produc on planning and scheduling
6. Packaging and assembly
7. Inventory management and order fulfilment
8. Inbound and outbound transport management
9. Warehousing
10. Materials handling
11. On site management
12. Customer services
13. Waste management
A well-planned meline of project stages, as well as a complete inventory of materials and tools
required, is an important aspect of logis cs management. Because of the process's complexity and the
interac on of mul ple supply streams, dedicated simula on so ware can be used to model, analyze,
visualize, and op mize logis cs. Aside from keeping the construc on schedule on track, other benefits
of good logis cs management include:
1. Cost savings and waste reduc on as produc vity increases
2. On-site logis cal planning allows materials to be stored correctly, increasing efficiency and
lowering the risk of damage
3. Sites can be kept secure, clean, and easy to navigate
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Iden fy the scope of the Reduce the level of Delete certain projects
project and divide it into expenditure on some of from the current list to be
smaller deliverables the projects revived in the next fiscal
year
Notes
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Notes
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
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3.1.1 Importance of Conduc ng 3.1.2 Assigning Tasks, Se ng Deadlines and
the Kick-Off Mee ng Availability of Necessary Resources
youtu.be/2CggVQfEek8 youtu.be/lV1s5NQWN_A
3.1.4 Maintaining Effec ve Rela onship 3.1.6 Process of Analysing Data and
and Communica on with Stakeholders Reports
youtu.be/D7Jx1ob1sPg youtu.be/LwnLNMTOQFk
3.1.7 Appropriate Verifica on Techniques 3.1.9 Importance of Adhering to
for Managing Changes in Scope, Schedule Approved Budget and Timelines
and Costs
youtu.be/4-QU7WiVxh8
3.1.11 Standard Prac ces for Effec ve Site,
Logis cs and Infrastructure Management
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Exercise
Answer the following ques ons:
1. What is cash flow management?
_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________
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Defects
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It is cri cal to try to define how each of these will affect your project from the start. A project's progress
is measured using project monitoring and evalua on. It's essen al because it allows you to keep track
of a project and iden fy poten al issues. Monitoring typically entails measuring the actual values of
project planning parameters, comparing the actual values to the plan's es mates, and iden fying
significant devia ons. Actual values of project planning parameters are recorded along with associated
contextual informa on to help understand measures.
Project Baseline
• Encompasses the scope baseline, cost
baseline, and schedule baseline
• Track real- me progress
• Avoid scope creep by keeping the
unplanned work in check
Notes
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A scheduling tool aids in priori za on by allowing project managers to see the big picture and track
progress on all projects at the same me. This enables them to priori ze projects based on their
business requirements. Following are the list of so ware tools used for me-bound scheduling and
cri cal tasks:
1. Forecast App — End-to-end project scheduling so ware
2. Runn — Advanced solu on with repor ng and financial forecas ng
3. Mavenlink — A great tool for automated workflows
4. Adobe Workfront — All-in-one project management tool
5. Paymo — Free Gan chart scheduling
Assess your
performance at the
end of the week
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Project Manager-Electronics
Stakeholder engagement is the process by which organiza ons communicate with and learn about
their stakeholders. Companies can be er understand what they want when they want it, how engaged
they are, and how the companies' plans and ac ons will affect their goals by ge ng to know them.
Furthermore, by improving communica on and rethinking their strategies and opera ons, they can
reap long-term benefits such as brand reputa on and first-mover advantage.
Stakeholder engagement is essen al because:
1. it provides companies with the social license to operate, expand, and innovate
2. It strengthens the bond between businesses and their stakeholders
3. It gives businesses a posi ve public image and boosts their reputa on.
4. It saves money on li ga on and boyco s.
5. It enables businesses to iden fy emerging trends, take a proac ve approach to them, and gain
a compe ve advantage by ac ng first
Stakeholder engagement and stakeholder management are arguably the most important ingredients
for successful project delivery, but they are frequently viewed as supplementary ac vi es or ones that
can be outsourced to business-as-usual func ons. People respond to the outputs and benefits that
project managers deliver. People will respond only if they are interested.
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Fig.3.24 Importance of Reviewing and Reassigning Roles and Responsibili es of Team Members
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The method of determining what is most important to the project is known as quality planning(QP).
This occurs during the planning stage when the cri cal factors for a successful project are determined.
This includes the resources required to complete the project, the steps to take, and the specifica ons
that must be met. Quality planning is concerned with taking all of the informa on available at the start
of the project and determining how you will measure quality and prevent defects. The company should
have a quality policy that specifies how quality is measured throughout the organiza on.
Any systema c process of determining whether a product or service meets specified requirements is
referred to as quality assurance (QA). QA creates and maintains standards for developing or
manufacturing reliable products.
Quality control (QC) management prac ce is a process by which a company seeks to maintain or
improve product quality. Quality control entails tes ng units to see if they meet the specifica ons for
the final product.
The six steps to developing a quality control process in a project are as follows:
1. Establish the quality standards.
2. Determine which quality standards to priori ze. Develop opera onal processes to deliver quality.
3. Examine the results
4. Gather feedback and reviews
5. Make improvements and upda ng
ISO 9001 is defined as the interna onal standard that specifies requirements for a quality management
system (QMS). A quality management system (QMS) is a formalized system for documen ng processes,
procedures, and responsibili es for mee ng quality policies and objec ves.
Notes
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Frequent reviews and follow-ups ensure that all team members con nue to learn. Even a brief review
of their quality performance helps the organiza on dis nguish itself as an employer who is transparent
and communicates openly.
Notes
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6. Strategic risk - Strategic risks arise when vendors make business decisions that do not align
with the strategic objec ves of the organiza on. Strategic risk can have an impact on
compliance and reputa onal risk, and it is frequently a determining factor in a company's
overall worth. Key performance indicators (KRIs) enable organiza ons to effec vely monitor
strategic risk by providing valuable insight into vendor opera ons and processes.
A 5-step approach to risk monitoring and management is recommended:
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Notes
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Notes
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3.2.1 Project Planning Parameters 3.2.2 Appropriate Project Management
So ware
youtu.be/RS4djBoGSRA youtu.be/18cN8MZvJRA
3.2.3 Process of Tracking Commitments 3.2.5 Quality Control Management
and Stakeholders Involvement Prac ces
youtu.be/SuNtmCgIhiM
3.2.7 Data Protec on Measures
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Exercise
Answer the following ques ons:
1. List down the project planning parameters.
_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________
4. Discuss the importance of reviewing and re-assigning roles and responsibili es of team members.
_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________
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Ensure team
members understand
Use collabora on When in doubt,
schedules and
tools communicate
deadlines before
launch
Remember there’s no
Know your red flags way every detail of
Celebrate milestones
and watch for them every project can be
under your control
As a project management professional, the primary focus should be on resolving cri cal project
delivery management issues to ensure successful and mely delivery. These issues can range from
procras na on to communica on breakdowns to risk mi ga on. The figure below depicts the process
of finalising and transferring the project deliverables to the client.
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At first glance, it may appear that comple ng the first four phases of the project lifecycle is all that is
required to wrap up your project and call it a day. However, without a formal closing process, you risk
losing important details, which can lead to confusion, a never-ending project, dissa sfied clients, and
even liability issues. Project comple on assists in avoiding:
a. Making the same mistakes on future projects and goals
b. Having finished products or deliverables in the absence of dedicated support and resources
c. Failure to iden fy the team or individuals who will own and maintain the solu on a er its
comple on.
d. Crea ng liability issues as a result of late payments, contracts, or deliverables
Several steps are involved in the project management closing phase. To ensure the success of a project,
go through the following steps.
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Ÿ Finalize all documenta on (contracts, project plans, scope outline, costs, schedule, etc.)
and index them in the company archives for later reference
Step 7: Celebrate
The project lifecycle concludes with the closing phase of project management. In this phase, all
deliverables are finalized and formally transferred at this point, and all documenta on is signed off,
approved, and archived. The project closure process summarizes the following key points:
1. All project management procedures have been carried out
2. Determine whether or not this project was completed on me and within budget
3. Perform due diligence for processes that are required
4. Examine the project's strengths and weaknesses
5. Received final approval and sign-off from all par es
6. Allows the team to review and evaluate the project's performance to ensure the success of
future projects
7. Iden fy key teammates and present awards
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Feedback is a cri cal component of any organiza on's skill set. Construc ve feedback is an effec ve
tool for fostering a posi ve work environment, increasing produc vity and engagement, and achieving
be er results. Furthermore, it has a posi ve impact on communica on, team member interac on, and
teamwork outcomes. Following are the steps to correct and minimize errors based on feedback:
Acknowledge the
error Offer an apology Find a solu on
Fig. 3.35 Steps for Rec fying and Minimizing Mistakes at Work
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All documents are vulnerable to being destroyed or corrupted (if digital) whether maliciously,
accidentally, or as a result of a natural disaster such as a flood or fire.
Electronic documents can be tainted by:
1. Security risks
2. Failure of so ware or hardware
3. A power outage
4. Computer failures
Paper documents can be lost due to the , human error, or an act of God. Correctly archiving documents
prevents all of this, giving you peace of mind and ensuring that your data is not affected if the worst
happens.
Summary
• The project kick-off mee ng is the first gathering of stakeholders, including the project manager, the
client, and the team.
• Star ng a project without a kick-off mee ng is akin to embarking on a journey without a map. A
successful and smooth project collabora on begins with a good project kick-off mee ng.
• A kick-off mee ng's purpose is to formally no fy all project stakeholders that the project has begun.
• It's an opportunity for the team to gain a be er contextual understanding of the project,
demonstrate their understanding and enthusiasm for the project, and lay the groundwork for a
posi ve working rela onship with the client.
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• It is crucial to assign tasks for the team to func on properly and produc vely. It is the project
manager's responsibility to assign tasks to each member of the team. This necessitates making
decisions about who is capable of performing specific tasks for the task to be completed successfully.
• Project coordina on entails managing a project's day-to-day opera ons, ensuring that resources are
aware of deadlines and tasks for which they are responsible, managing mee ng minutes, and so on.
The goal of project coordina on is to streamline the workflow of the tasks.
• Stakeholders have varying interests, a tudes, and priori es. Effec ve communica on ensures that
they receive per nent informa on and fosters posi ve a tudes toward the company or project.
• The most effec ve project status reports foster accountability and ownership among the team
members. They iden fy problems, mi gate risks, and, most importantly, keep the team on track to
meet the project objec ves.
• Data analysis is the process of inspec ng, cleansing, transforming, and modelling data to discover
useful informa on, informing conclusions, and aid decision-making.
• The process of formalizing acceptance of completed project deliverables is known as valida ng
scope. By valida ng each deliverable, this process adds objec vity to the acceptance process and
increases the likelihood of the final product, service, or result acceptance.
• The risk management plan should be created long before the project begins, and it should be
constantly referenced throughout the project lifecycle to ensure that the risk management process
is working and that risks are being addressed.
• A project budget is the total es mated cost of comple ng each project ac vity throughout the
project's phases. It is cri cal in ge ng project approval, ensuring funds are ready on me, and
measuring performance because it helps set expenditure expecta ons.
• EHS systems can be thought of as addi onal efforts to protect employees, the environment, and the
general public from hazards. What makes an occupa onal safety and health system func on is
slightly more complicated than following a safety system, but EH&S is ul mately everyone's
responsibility.
• Everyone must follow standard prac ces for effec ve site, logis cs and infrastructure management
to prevent damage to the property or serious mishaps at the workplace.
• Logis cs management is the process of planning, implemen ng, and controlling the efficient,
effec ve flow and storage of goods, services, and related informa on from the point of origin to the
point of consump on to meet customer requirements.
• A well-planned meline of project stages, as well as a complete inventory of materials and tools
required, is an important aspect of logis cs management. Because of the process's complexity and
the interac on of mul ple supply streams, dedicated simula on so ware can be used to model,
analyse, visualize, and op mize logis cs.
• Tracking cash flow can help in organizing and priori zing where the money is and when it's going to
leave the company. Late payments, as well as early incen ve payments, can both harm and benefit a
project. Cash flow management is cri cal because it can unlock value for the company and increase
the reward for owners. It aids in risk mi ga on, investment planning, and collec on from accounts
for which you have rendered services. It can provide insights into the company and aid in strategic
decision-making.
• Project parameters are informa on containers that you define and then add to mul ple categories
of project elements.
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• A scheduling tool aids in priori za on by allowing project managers to see the big picture and track
progress on all projects at the same me. This enables them to priori ze projects based on their
business requirements.
• A commitment is a promise made to people who will be impacted directly or indirectly by the
project. It entails an organiza on deciding whether or not to do something important for
stakeholders. Commitments can be associated with regulatory or environmental compliance.
• Stakeholder engagement and stakeholder management are arguably the most important
ingredients for successful project delivery, but they are frequently viewed as supplementary
ac vi es or ones that can be outsourced to business-as-usual func ons.
• The review process allows for valuable conversa ons with employees, providing regular feedback
and encouragement, drawing a en on to what's important, and ensuring they have all of the tools,
skills, and knowledge they need to do their job well.
• Quality control (QC) management prac ce is a process by which a company seeks to maintain or
improve product quality. Quality control entails tes ng units to see if they meet the specifica ons for
the final product.
• Risk monitoring is important because it reveals whether or not strategies are effec ve. Risk
monitoring can have an impact on organiza onal risk management because it can lead to the
iden fica on of new risks.
• A data breach occurs when informa on is stolen or taken from a system without the owner's
knowledge or authoriza on. A data breach can occur in either a small or large organiza on. Hence, it
is important to take preven ve steps to avoid such occurrences. The organiza on must install good
security to protect its valuable and confiden al data.
• Effec ve me management leads to increased produc vity and effec veness. One of the most
important aspects of effec ve task management is me management. It is cri cal to assign me to
tasks to complete the project on me.
• The closing phase of the project management lifecycle's purpose is to confirm the comple on of
project deliverables to the sa sfac on of the project sponsor, as well as to communicate the final
project disposi on and status to all par cipants and stakeholders.
• The project lifecycle concludes with the closing phase of project management. In this phase, all
deliverables are finalized and formally transferred at this point, and all documenta on is signed off,
approved, and archived.
• Invoice Processing entails the processing of incoming invoices from receipt to payment. An on-
account setup, also known as a billing schedule, is used for project invoicing. Fixed-price projects can
be invoiced on a per-project or per-contract basis.
• Feedback is a cri cal component of any organiza on's skill set. Construc ve feedback is an effec ve
tool for fostering a posi ve work environment, increasing produc vity and engagement, and
achieving be er results.
• Records and documents are essen al components of any project. Document archiving is the safe
storage of informa on (both digital and paper) that is no longer in use.
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Exercise
Answer the following ques ons:
1. Explain the importance of delivering the project on me.
_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________
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3.3.1 Importance of Delivering Project on Time 3.3.2 Project Closure
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4. So Skills and
Work Ethics
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It is extremely difficult for project managers to manage their teams and coordinate efforts for
successfully comple on of a project without strong interpersonal communica on skills. A project
cannot be successful if there is no communica on. Without effec ve communica on skills, dealing
with all of the intricate details, dependencies, decisions, and approvals that a project entails would be
impossible. The project manager must possess following interpersonal communica on skills.
Clear Communica on
Leadership
Nego a on
Problem solving
Adaptability
Context
Feedback
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Sender Encoding
Transferring the
Channel
Who sends the Message
The mode chosen
message or is the message into a The idea being for communica ng.
source of the format that can be communicated by Example- phone,
message. shared. It includes the sender. oral, text, gestures,
the language or tone
or wri ng.
chosen.
Decoding Feedback
Receiver The revert or the
Context
It means how the
The idea being The environment,
sender response
communicated by situa on, or the
comprehends and communicated by
the sender circumstances in
understands the the receiver to the
which the
message that source/sender a er
communica on is
sender has having decoded the
happening
communicated message
Communica on Barriers
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Communica on Barriers
Language Barriers
• This barrier arises due to the different
language or differences in the language of the
sender and receiver.
• This problem o en occurs because of the
different meanings perceived in the same
word, or the receiver does not understand
the jargon used in the message. The language
barrier is not limited to spoken language. It
also includes body language.
• The same message is perceived differently by
the receiver said with different body
language.
Psychological Barriers
• Barriers or problems arising due to the
differences in percep on, ego clashes,
prejudices, state of mind, poor past
experiences, behaviors, a tudes, moods,
and value systems are psychological barriers.
• These barriers are generally exceedingly
difficult to overcome.
Socio-Cultural Barriers
• Some mes the differences in social or
cultural norms cause communica on
problems.
• These include how the people generally
speak, wear, follow customs, behave, or eat is
not completely understood by the receivers
who are not accustomed to the differences.
• For example, some communi es are louder
and more extravagant than others.
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Listen to your supervisor Report the facts and In case of an unsuccessful Stay open to feedback
carefully and understand problems and ask for a empts, highlight it to and keep a posi ve
the goals and possible solu ons if the supervisor rather a tude
requirements necessary than covering it up
Inform immediately Follow the code of Igreet the supervisor Don't argue with the
about any situa on that conduct that has been with a smiling face supervisor in front of
needs a en on established by the other employees
organiza on
Communicate regularly
Concisely put your point A loud voice tone I Avoid words and topics with your supervisor to
of view, concerns, and sugges ng impa ence, which may offend develop and maintain a
requests in a polite and sarcasm or taunt, is not someone successful professional
respec ul manner acceptable by anyone rela onship
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Following proper communica on, rules are cri cal to keeping a healthy rela onship with colleagues
and co-workers. The quality of the rela onship with colleagues and co-workers will depend on the
behavior you demonstrate while interac ng with them. A rela onship built on trust, excellent, clear
communica on, polite language, and appropriate behavior helps you succeed at work.
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Verbal
Ÿ Use strong, confident speaking voice.
Ÿ Use ac ve Listening
Ÿ Avoid filter words
Non-verbal
• No ce how your emo ons feel physically
• Be inten onal about your nonverbal communica ons
• Mimic nonverbal communica ons you find effec ve
Visual
Ÿ Ask others before including visuals
Ÿ Consider your audience
Ÿ Only use visuals if they add value
Ÿ Make them clear and easy to understand
Wri en
Ÿ Strive for simplicity
Ÿ Is to the point and avoid unnecessary repe on
Ÿ Avoid offensive language
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Compartmentalize work-
Take deep breaths,
related stressors so that
inhaling and exhaling Talk to someone who can
your emo ons at work
slowly un l you calm help you calm down.
don’t spill over into your
down.
personal life
Fig. 4.8 Strategies for Coping with Heightened Emo ons at Work
Notes
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• In this structure, authori es (e.g., managers) establish goals and direc ves that are
then carried out by employees and other workers.
• A flat organiza onal structure means that there are few (if any) levels of management
between the workforce and the highest-level managers.
• A matrix organiza on is a work structure in which team members report to mul ple
leaders.
• It is a type of internal structure that priori zes communica on and rela onship goals
over hierarchy.
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Ul mate form of learning and helps you grow and stay mo vated
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Individual goals are significant because they give direc on to the employees. While team goals are
great for the overall guidance, personal goals will allow your team members to take dis nct paths to
digest the larger plan and turn it into ac on.
Team goals are necessary to guide the en re organiza on. It includes broad objec ves that can be
broken down into team projects and ini a ves with individual key results. In addi on to helping the
organiza ons achieve their objec ves, se ng team goals also boost employee engagement,
produc vity and reten on by ensuring that every team member has a complete understanding of
their role in the overall approach. This also saves me and improve efficiency. In addi on, se ng
team goals also offers organiza ons the following benefits:
It tends to bigger
Drives you to work
accomplishment and Boost work performance
together
reward
Helps to keep
Avoid delay and finish commitment to the
organisa on and team Strengthen rela onships
work on me
members
Notes
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Improve employee
Spot training and Offer insights on counter-
engagement and
development needs produc ve tasks
reten on
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2. Self-evalua on: Self-evalua on is a vital ac vity to help make the evalua on process more
efficient. When done correctly, it can provide several cri cal inputs to the organiza on. In addi on,
this method offers a chance for the team to play an ac ve role in their evalua on process. Thus, the
employees are given a voice rather than simply receiving the management’s feedback. This
directly links their jobs and the evalua on process and thus, fosters be er communica on
between the staff and the management. With ac ve par cipa on, employees tend to experience
be er engagement with the overall review process, while managers can be er understand the
individual’s performance and their percep on of their performance.
3. Quan ta ve evalua on: It is based on sta s cs and u lizes various standards to track the
produc vity. The process begins with the formula on of organiza onal standards against which
employee data can be measured. Different industries have different ways to ar culate their
quan ta ve output. For example, the number of units produced in tradi onal manufacturing is
generally a reliable quan ta ve metric. Similar metrics are s ll used in modern organiza ons.
4. 360-degree feedback: This is another tool to evaluate employee’s performance. To assess an
employee’s score, his managers, peers, subordinates, and customers are asked to provide
feedback for specific areas. This feedback o en gives an accurate and mul -perspec ve view of
the employee’s performance, skill level, and improvement points.
Odour
Team
Subordinates
Members
Line
Managers
Customers
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5. Competency on a scale: This is among the most frequently used employee performance
evalua on techniques. In this method, the employee’s performance in various job du es is rated
on a defined scale. A wide range of criteria, including produc vity, quality of work, concern for
safety, customer service, teamwork etc., are evaluated. This method can be achieved with le ers
or numbers, and it usually consists of a range, unsa sfactory to outstanding. This method also
allows employers to evaluate several employees simultaneously.
6. Subjec ve appraisal by the manager: In most organiza ons, performance is assessed several
mes a year during (bi-)annual performance reviews. Employees are evaluated on various criteria,
the job-quality being the most common.
7. Human Capital ROI: It is a metric that assesses the human capital value (i.e., knowledge, habits,
and social and personal a ributes). Human Capital ROI can be determined by calcula ng the
company’s revenue (minus benefit-cost and opera ng expenses and compensa on) and dividing
this by the total compensa on and benefit-cost that the company pays for its employees.
8. Absenteeism Rate: Absenteeism and performance are highly correlated constructs. Highly
mo vated and engaged employees generally take fewer sick days. Addi onally, absent employees
are less produc ve, and high absenteeism rates throughout an organiza on are a key indicator of
lower performance.
9. 9. Over me per Employee:
Over me per FTE = Total hours of over me / FTE
The average over me per FTE (full- me equivalent) is a final employee performance metric.
Employees, eager to put in the extra effort are generally highly mo vated and tends to produce
more (in terms of work quan ty).
Notes
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Notes
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__________________________________________________________________________________
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4.1.1 Significance of Effec ve 4.1.2 Communica on Process
Communica on & Interpersonal skills
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4.1.3 Communica on Barriers 4.1.5 Organiza onal Communica on
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4.1.6 Managing Emo ons at Work 4.1.7 Organiza onal Structures
youtu.be/dAF4bAx2gJM
4.1.12 Performance Measurement
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Exercise
1. Fill in the Blanks:
a. _______________is a building block of successful organiza ons.
b. A healthy rela onship with colleagues is built on ______, _______ and__________.
c. _________________ is a part of your organiza on’s du es to its community and
stakeholders.
d. Sharing informa on helps employees to limit the ________ gap.
e. ____________ is a mechanism or strategy that enables different en es to work together.
f. _________________ facilitates meaningful and necessary communica on for employee
___________and manage the communica on flow within and outside the organiza on.
g. Fill in the Blanks-
h. ________________ is a set of rules indica ng the proper and polite way to behave at work.
i. _______________________include how the people generally speak, wear, follow
customs, behave by the receivers who are not accustomed to the differences.
j. ___________ is the response communicated by the receiver to the source/sender a er
having decoded the message.
k. The quality of the rela onship with colleagues and co-workers will depend on the
_______________ demonstrate while interac ng with them.
4. Which one is not the correct way of verbal and wri en communica on?
a. Short
b. Irrelevant
c. Simple
d. Direct
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Work ethics are the morals or principles that govern a person's or group's behavior, whereas e que e
is a set of rules indica ng the proper and polite way to behave at work. Both contributes posi ve energy
and influence to the growth of an organiza on. Workplace e que es inspire healthy and interac ve
communica on among employees and promote honesty, integrity, and respect for each other in the
organiza on.
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Notes
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Professional Informa on
• Informa on about individuals or
organisa ons through their professional
posi on.
Notes
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Exercise
Answer the following ques ons:
1. Write a short note on work ethics and workplace e que e.
_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________
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4.2.2 Managing Conflicts at Workplace 4.2.3 Maintaining Discipline at Workplace
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Place yourself at eye level Tap a person who has a Avoid saying anything that
when speaking with hearing disability on the implies the person with
someone who is of short shoulder or wave your hand disability is superhuman,
stature or who is in a to get at his or her courageous or special.
wheelchair or on crutches. a en on
Don't pretend to
understand—let the person
Apologise if you believe you
know you are having
have embarrassed someone.
difficulty; try asking yes or
no ques ons
The RPWD Act, 2016 provides that “the appropriate Government shall ensure that the PwD enjoy the
right to equality, life with dignity, and respect for his or her own integrity equally with others.” The
Government is to take steps to u lize the capacity of the PwD by providing appropriate environment.
Gender inequality in an organiza on’s is a complex phenomenon that can be seen in organiza onal
structures, processes, and prac ces. Following chart explains gender based issues in workplace:
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Females with disabili es are subjected to mul ple layers of discrimina on. Based on their gender and
disability status, they o en face double discrimina on. They o en face dispropor onately high rates of
gender-based violence, sexual abuse, neglect, maltreatment and exploita on. The exclusion
experienced by women and girls with disabili es is a social issue that requires ac ve par cipa on of
everyone.
It is important to follow organiza onal standards related to PwD at workplace because, it:
Protects them from any physical harm or any accidents
1. Provides them equal rights
2. Protects them from any kind of discrimina on and racism
3. Provides security from any kind of violence and harassments
4. Protects their respect and dignity
5. Provides equal opportuni es to deserving candidates
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The concept of gender sensi vity shows the path to reduce barriers to personal and economic
development created by gender differen a on. In addi on, it helps to generate respect for individuals
regardless of their gender.
Gender sensi vity is not about figh ng women against men. On the contrary, gender-sensi ve
educa on, benefits members of all genders. It helps the individuals determine what assump ons are
valid and which are stereotyped generaliza ons in ma ers of gender. Gender awareness not only
requires intellectual efforts but also sensi vity and open-mindedness. It opens up the broadest
possible range of life op ons for both women and men.
Some of the best prac ces followed to stay gender-sensi ve would be to
Ÿ Use respec ul language while communica ng with each other. Do not reinforce gender
stereotypes.
Ÿ Provide fair opportunity to everyone irrespec ve of their gender
Ÿ Do not promote crea ng gender-specific social groups.
Ÿ Neither vic mize nor patronize based on gender
Notes
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Rights Du es
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4.3.1 Grievance Management 4.3.3Gender Sensi vity
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Summary
• Effec ve communica on is required for all employees in the organiza on to perform basic
management func ons and carry out their jobs and responsibili es.
• It is extremely difficult for project managers to manage their teams and coordinate efforts for
successfully comple on of a project without strong interpersonal communica on skills. A project
cannot be successful if there is no communica on.
• The process of communica on is a dynamic structure that explains how a message is transmi ed
between a sender and a receiver via various communica on channels. Its purpose is to ensure that
the receiver accurately decodes the message and can provide feedback with precision and
convenience.
• Communica on barriers are factors that prevent a message from being received in the way the
sender sent it. People frequently face the problem of the message being received in an assumed
manner when communica ng.
• Effec ve communica on with your supervisor is crucial to your professional development and
career advancement. Refer to the exhibit below for ps on communica ng with the supervisor
effec vely.
• Following proper communica on, rules are cri cal to keeping a healthy rela onship with colleagues
and co-workers. The quality of the rela onship with colleagues and co-workers will depend on the
behavior you demonstrate while interac ng with them.
• Transparently sharing data and informa on ensures that everyone is in the loop and aware of any
poten al issues with the business, product, or service that can be addressed collabora vely.
Employees might have lots of knowledge that is crucial for the organiza on and other employees.
Sharing informa on helps them connect, perform be er, and become more vital as professionals.
• Organiza onal communica on can be divided into two categories: formal and informal
communica on.
• Emo onal outbursts at work could be caused by work-related issues or by stressors from our
personal lives spilling over into our work lives. Handling our emo ons (especially nega ve ones) at
work is frequently regarded as a test of our professionalism.
• An organiza onal structure is a system that defines how specific ac vi es are directed in order to
achieve an organiza on's goals.
• The workflow of an organiza on consists of the processes that must be completed, the people or
other resources that are available to perform those processes, and the interac ons between them.
• Communica on policies of an organiza on establish expecta ons and manage the flow of
communica ons within and outside the organiza on. As a result, it facilitates meaningful and
necessary communica on for employee produc vity and morale without restric ng employees'
feeling in midated and powerless.
• Goals in each organiza on should be S.M.A.R.T: specific, measurable, ac onable, realis c, and
mely. It helps you and your team feel a stronger sense of purpose and direc on. In addi on, se ng
goals in place will help you and your team feel produc ve with each bit of accomplishment and
ensure that more significant produc on stays on track.
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• Team performance evalua on is a key factor in inspiring teams, improving the quality of work, and
keeping them mo vated. It is the best channel to understand how the team is performing and an
effec ve measure to get feedback about how produc on is going, whether the employees are
working posi vely towards achieving goals, and what can be done to improve employees’
engagement.
• A professional code of ethics establishes an organiza on's ethical guidelines and best prac ces for
maintaining honesty, integrity, and professionalism. Viola ons of the code of ethics can result in
sanc ons, including termina on, for members of an organiza on.
• Work ethics are the morals or principles that govern a person's or group's behavior, whereas
e que e is a set of rules indica ng the proper and polite way to behave at work.
• Dealing with conflict at the workplace is inevitable. The ability to recognize conflict with your
colleagues, understand its nature, and try to bring a quick and fair resolu on to the conflict is
cri cal to anyone who works in a team.
• Discipline is most effec ve when there is mutual trust between managers and employees. It all
begins with clear communica on and con nues with consistency. Discipline assists employees in
correc ng any shortcomings to become valuable, contribu ng members of the workforce.
• Confiden ality is important for legal and reputa onal reasons, but it is also important because
future employment may be con ngent on it.
• Disabled co-workers and employees are not any different in that they are there to earn a living,
advance their career, and be er the organiza on through their contribu ons.
• The RPWD Act, 2016 provides that “the appropriate Government shall ensure that the PwD enjoy
the right to equality, life with dignity, and respect for his or her own integrity equally with others.”
The Government is to take steps to u lize the capacity of the PwD by providing appropriate
environment.
• Gender inequality in an organiza on’s is a complex phenomenon that can be seen in organiza onal
structures, processes, and prac ces.
• Females with disabili es are subjected to mul ple layers of discrimina on. Based on their gender
and disability status, they o en face double discrimina on.
• For a healthy performance-oriented culture, organiza ons need the correct mix of talent which is
not bound by any gender.
• Use respec ul language while communica ng with each other. Do not reinforce gender
stereotypes.
• Gender sensi vity is not about figh ng women against men. On the contrary, gender-sensi ve
educa on, benefits members of all genders. It helps the individuals determine what assump ons
are valid and which are stereotyped generaliza ons in ma ers of gender.
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Exercise
1. Write a short note on:
a) Grievance Management
________________________________________________________________________________
________________________________________________________________________________
________________________________________________________________________________
b) Rights and du es of PwD at the workplace
________________________________________________________________________________
________________________________________________________________________________
________________________________________________________________________________
c) Gender based issues at workplace
________________________________________________________________________________
________________________________________________________________________________
________________________________________________________________________________
Column A Column B
Rights at Workplace concerning PwD With hearing disability person to get his
a en on
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ELE/N1002
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Notes
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The safety hazards and risks in the electronics industry vary depending on the various sub-sectors:
1. Various chemical hazards in the semiconductor and fabrica on industries include exo c and
dangerous chemicals such as arsine, phosphine, and silane
2. Noise, ionizing and non-ionizing radia on used for tes ng, quality control, and curing
opera ons are all physical hazards in electronic work
3. Repe ve assembly line work or manual handling results in cumula ve trauma disorders,
backache, and musculoskeletal strains
4. Low humidity in clean room work, causing dermatological symptoms
5. Prolonged visual inspec on work, especially when using a microscope, frequently causes
eyestrain
6. Biological hazards are uncommon in electronics work, but communicable diseases can easily
spread to other workers
7. Nega ve psychosocial factors such as the fast and constant pace of work, the monotonous
nature of work, and rota ng shi s
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It is significant to ensure a high level of safety that no machine tool should be used unless the risk
management process outlined below is understood and applied by the user:
1. Determine the poten al hazard(s) that the machine tool may produce.
2. Using the Risk Assessment Matrix, determine the likelihood and severity of the hazard(s). The
following individuals have risk acceptance decision authority for the risk levels:
a. very high
b. very high
c. moderate and low
3. Determine the risk-control measures that will eliminate or reduce the hazard(s). Then,
implement risk control measures before and during machine tool opera on to eliminate
threats or mi gate their risks.
4. Monitor and evaluate the process. Enforce the established standards and risk management
procedures. Evaluate the effec veness of the control measures and make any necessary
adjustments/updates.
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Therefore, when working with tools and equipment in the workplace, specific safety procedures must
be followed to prevent these hazards and accidents:
1. SOPs (Standard Opera ng Procedures) must be followed and maintained for all machinery in
the manufacturing unit.
2. SOPs must be based on manufacturer recommenda ons and must include specific hazards
associated with the machine as well as safe use recommenda ons.
3. SOPs (standard opera ng procedures) must be accessible at or near the machine.
Electricity is widely recognized as a serious workplace hazard that can cause electric shock, burns, fires,
and explosions. Every year, many employees suffer pain, injuries, and even death as a result of electric
shocks. To keep yourself and others safe, it is cri cal to adhere to electrical safety-related work
prac ces.
De-energize the
Avoid all possible contact
equipment and use Ensure that electrical
with live electrical
lockout/tag-out equipment is used safely
current
procedures
Extreme cau on should Work on live electrical Use PPE and always
be used when working wires only if you are follows standard safety
on live electrical wires qualified work prac ces
Notes
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The following are some basic rules who work with or near hazardous materials should know and follow:
1. Pay close a en on while working with or around hazardous materials.
2. Always wear the appropriate PPE.
3. Ensure that all containers are properly labeled and that hazardous materials are stored in an
appropriate container.
4. Report damaged containers or illegible labels to your supervisor as soon as possible.
5. Read labels and the Safety Data Sheets (SDSs) before using any material to make sure you
understand hazards and precau ons Use hazardous materials solely for their intended
purpose.
6. Never eat or drink while working with hazardous materials.
7. Store all hazardous materials properly, separate incompa bles, and keep them in well-
ven lated, dry, and cool loca ons.
8. A er handling any hazardous material, employees must keep themselves and the work area
clean.
9. Gain knowledge about first-aid, emergency procedures, and evacua on procedures for dealing
with fires or spills/leaks.
10. It also entails knowing what to do if a coworker is injured or poisoned by chemicals.
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Fig. 5.5 Tips for Maintaining Appropriate Postures While Li ing Heavy Objects
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1. Prohibi on signs
2. Mandatory signs
3. Warning signs
4. Informa on signs
5. Fire Safety signs
6. Danger Signs
The following table represents the various signages related to health and safety measures:
7. Cau on signage
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8. Cau on signage
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reduce environmental hazards and pollu on. It can also protect our lives as humans and other life
forms in our world. E-waste recycling is the reuse and reprocessing of any type of discarded or obsolete
electrical and electronic equipment.
Recycling electronics can be a difficult task. This is due to the fact that e-scraps are typically
sophis cated and made from a variety of materials such as metals, plas cs, and glass. While this
process frequently varies, the following figure explains the standard process of electronic waste
disposal.
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Create wri en health and Communicate health and Display the approved health
safety policies safety informa on and safety poster
Fig. 5.7 Roles and Responsibili es of Employers for Workplace Health & Safety
Procedure for Repor ng Workplace Health & Safety Issues to Concern Person
1. To raise a workplace health & safety issue with the concerned authori es, construc ve steps
should be taken immediately to resolve the problem. These steps may include:
2. Repor ng the issue to your supervisor or manager
3. Repor ng the issue through the workplace's hazard repor ng procedures
4. Raising the issue with the health and safety representa ve
5. Raising the issue with management through union representa ve
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PPE refers to the clothing or equipment designed to protect the workers/employees from shop
floor hazards. It includes items such as hard hats, safety boots, coveralls, gloves, safety glasses and
goggles, earplugs, high visibility vests, lifejackets, fall protec on, and respirators.
Common types of PPE include the following:
Hearing
Eye and Face Head Protec on
Hand Protec on protec on
Protec on
Respiratory
Foot Protec on Body Protec on Fall Protec on protec on
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Improved preven ve
Improved health as a maintenance reduced Morale improved as
result of improved property damage by janitorial work was
hygiene making be er use of reduced.
space
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5.1.9 5S
5S is intended to be a visually-oriented system of cleanliness, organiza on, and arrangement to a ain
greater produc vity. It engages all employees and is a founda on for more self-discipline on the job for
be er work and be er products. Along with engaging employees, it also builds a strong and posi ve
culture of self-discipline at the workplace for be er work and quality outcomes.
5S, some mes referred to as 5s or Five S, refers to five Japanese terms used to describe the steps of the
5S system of quality management. Each term starts with an S. In Japanese, the five S's are Seiri, Seiton,
Seiso, Seiketsu, and Shitsuke. The five S's are translated as Sort, Set in Order, Shine, Standardize, and
Sustain in English.
Table. 5.2 5S
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The guiding principles underlying the 5S technique involve organiza on, cleanliness, and
standardiza on. Overall workplace cleanliness, created by removing waste from the work area,
promotes internal organiza on and enhances visual communica on. By reducing wasted me and
materials, produc vity is increased along with safety, and costs are reduced. The system as a whole
minimizes waste and improves efficiency by ensuring that employees are spending me doing
produc ve tasks rather than looking for misplaced items, sor ng unnecessary through stacks of waste
material, or rearranging the work environment at the change of shi s.
Advantages of Implemen ng 5S Principle
1. Sort: It helps be er allocate valuable resources, as addi onal space becomes available once the
unnecessary items are removed from the area. Furthermore, the process forces inspec on of the
items, thereby recognizing the need to repair or eliminate any obsolete equipment and also
preven ng the equipment from being misplaced.
2. Systemize: A systema c work area also supports the efficiency of work. When kept at a fixed
loca on, each object remains there un l it is taken away while in use and is immediately kept back
at the same place a er use. Labeling and other iden fying methods are also a part of this step. In
addi on, systema cally storing and arranging things prevents a lot of me wasted searching for
items. Overall, if each team member arranges things in an orderly fashion, it leads to the success of
the whole organiza on.
3. Shine: It provides qualita ve and quan ta ve results and improvises employee's pride and morale
while working in a clu er-free pleasant work area. A clean area also results in a safe and healthy
workplace.
4. Standardize: Following the standardized procedures helps achieve efficiency, improve workplace
safety, and reduce workplace injuries.
5. Sustain: Maintenance of any system is essen al as it increases its sustainability. Thus, maintaining
the system is necessary; otherwise, the cost and effort spent on developing the system will go to
waste.
Notes
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Notes
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5.1.1 Workplace Safety 5.1.2 Safety Hazards, Risks and Accidents
youtu.be/4bkr5lpKGUM youtu.be/Fs2iT_4l3aM
5.1.3 Organiza onal Safety Procedures 5.1.5 Warning and Safety Signages
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Exercise
4. List the ways for maintaining appropriate postures while li ing heavy objects.
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7. What is PPE?
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Do's Don't
Keep the work area clean. Do not wear inflammable materials like nylon etc.
If empty containers contain inflammable Do not use inflammable materials near electrical
materials, fill them with water. lines.
Report any unsafe situa on that may cause a Never weld near combus ble materials.
fire.
Watch where the sparks and metals are falling Never leave any cable without insula on.
from your work.
Notes
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Class of Fire - A
Ÿ Type of Fire - Ordinary Combus ble : wood, paper, rubber,
fabrics and many plas cs.
Ÿ Type of Ex nguisher- Water, dry powder, halon
Class of Fire - B
Ÿ Type of Fire - Flammable liquids and Gases: Gasoline, Oils, paint,
lacquer and tar.
Ÿ Type of Ex nguisher- Carbon Dioxide, dry powder, halon
Class of Fire - C
Ÿ Type of Fire - Fires involves live electrical equipment .
Ÿ Type of Ex nguisher- Carbon Dioxide, dry powder, halon
Class of Fire - D
Ÿ Type of Fire -Combus ble metals or combus ble metal alloys
Ÿ Type of Ex nguisher- Special Agents
Class of Fire - K
Ÿ Type of Fire - Fires in cooking appliances that involve combus ble
cooking media: vegetable or animal oils and fats.
Ÿ Type of Ex nguisher - Wet Chemical
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Notes
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5.2.1 Fire Safety
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Exercise
Fill in the blanks:
a) ___________________cannot be ex nguished with water.
b) Safety is _____________ responsibility.
c) ___________________ in case of fire.
d) Do not fight the fire if___________________________________.
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Elimina on Subs tu on
• Control the hazard at the • Replace the hazard with
source something that serves the
• Completely remove the same purpose but is less
hazard harmful
Engineering Administra ve
• Installing guards, fume • Provide adequate training, use
hoods, emergency stop Safe Work Procedures, MSDS’s,
bu ons, etc. safety signage
PPE
• Wear eye protec on, gloves,
apron, safety toe boots, hard
hat, face shield, ear plugs etc.
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Recognize the symptoms Ÿ Common shock signs and symptoms include the following:
o Pale, cold, clammy skin. It may appear grayish, the lips
and fingernails may look blue.
o The pulse and breathing are rapid.
o The person is exhibi ng disorienta on or giddiness.
o Nausea or vomi ng may occur.
o The person seems weak, with vacant eyes.
Call local emergency services Ÿ It's crucial to have paramedics on the way while you
number administer the treatment since the shock is a severe
condi on that will require hospitaliza on.
Ÿ Stay on the line with the emergency services dispatcher in
case of any need and provide the proper first aid.
Ÿ In India, the Ambulance Emergency number is – 102
Make the person lie down Ÿ Be extremely gentle since any sudden movements could
injure the person. If the person is not in pain, place his or
her legs on a pillow to elevate them about 12 inches above
the head.
Ÿ Do not move the person's head.
Ÿ Keep the person flat and s ll a er he or she is lying down.
Check for signs of breathing Ÿ Observe the person's chest to see if it rises and falls, and
place your cheek next to his or her mouth to check for
breath. If the person is not breathing, perform CPR. Check
the breathing every 5 minutes un l the emergency
services arrive.
Make the person comfortable Ÿ Loosen the collars and unbu on or cutaway ght
clothing. Unbuckle the person's belt, loosen the shoes
and remove all ght jewelry on the person's wrists or
neck. Cover the person with a blanket.
Ÿ Do not give the person food or water.
Ÿ Reassure and comfort the person; try to keep him or her
calm un l help arrives.
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Check for vomi ng and Ÿ If you observe vomit or blood coming from the mouth or
bleeding from the mouth nose, turn the person on his or her side to prevent him
or her from choking. Help to prop the person up with
pillows.
Administer treatment for Ÿ If the person sustained a trauma, you might need to stop
injuries or blood loss blood flow from a wound or provide first aid for a broken
bone.
Ÿ Seek further instruc ons from the emergency personnel
over the phone.
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Determining the Sequence: Describe the sequence of events a er gathering the facts –
• Events leading up to the accident: Task the employee was performing at the me of the accident. For example:
bending over, climbing, li ing opera ng machinery, using a tool, handling hazardous materials, etc.
• Events involved in the accident: Was the employee struck/caught in the machine or caught in the fire? Did the
worker fall on the same level or from a height? Did he inhale hazardous fumes or get splashed with a hazardous
chemical?
• Events immediately following the accident: What did the employee do: started bleeding? The body caught fire?
Complain about back pain? Put a hand over a bleeding wound? Response from other workers/supervisors. Did
they call for help, administer first aid, shut down equipment, move the vic m to another place, etc.?
• The accident should be described in the report in sufficient detail that any reader can picture what happened.
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Exercise
Answer the following ques ons:
1. What are the different ways/methods to control hazards and prevent accidents at the workplace?
_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________
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5.3.1 Different Ways of Preven ng Accidents 5.3.3 Safety Mock Drills
/Hazards at the Workplace
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Notes
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Waste Genera on
Waste Collec on
Iden fica on
Waste elimina on is one of the utmost effec ve ways to escalate the profitability of any trade or
business. To eliminate waste, it is essen al to understand exactly what waste is and where it exists.
While products significantly differ between places, the typical wastes found in electronic
manufacturing environments are pre y similar.
There is a strategy to decrease or eliminate its effect on a company for each waste, thereby refining
overall performance and quality. Everything that is done in an organiza on is divided into two groups:
value-adding and waste. Usually speaking, value-adding is something the consumer pays for, and waste
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is anything the consumer does not care about. All non-value-added ac vi es belong to waste.
Specifically, waste metal is o en difficult for businesses to manage in the electronic industries. O en
excep onally heavy and problema c to store, proper scrap metal disposal is a con nuous challenge
for businesses that produce large amounts of metal waste.
That is where the concept of waste mineraliza on becomes a must for every employee to understand.
There are many ways to define waste mineraliza on. However, in its broadest sense, waste
mineraliza on includes all prac ces including waste preven on, reuse, and recycling that reduce the
amount of waste entering the environment.
Quality Control
Reuse/Recycle of the
U liza on of Resources improvemnt and
Scrap Material
Process Monitoring
Waste Segrega on
In general, waste is segregated as dry and wet waste. Dry waste includes wood, paper, plas c, glass,
etc., related products that can be recycled, and wet waste refers to organic and biodegradable waste.
The waste can be segregated using color-coded dustbins.
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1. Green Bin
The green-colored bin is used to dump biodegradable waste, for example, wet/organic material,
including cooked or le over food, vegetable and fruit rinds, eggshell, ro en eggs, chicken/fish bones,
tea or coffee grinds, coconut shells, and garden waste, including fallen leaves/twigs or the worship
flowers/garlands.
2. Blue bin
The blue-colored bin is used for segrega ng dry or recyclable le over. This category includes waste like
plas c covers, bo les, boxes, cups, toffee wrappers, soap or chocolate wrappers, and paper waste,
including magazines, newspapers, tetra packs, cardboard cartons, pizza boxes, or paper cups/plates,
metallic items like ns/cans, foil paper, and containers.
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Notes
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Certain hazardous
Increase risk and Substandard quality and substances also have the
contamina on defec ve products poten al to explode or
cause a fire
There are several op ons for hazardous-waste management. The most desirable op on is to reduce
waste at its source or to recycle the materials for another produc ve use. Nonetheless, while reduc on
and recycling are desirable op ons, they are not regarded as the final solu on to the hazardous-waste
disposal problem. There will always be a need for hazardous waste treatment, storage, or disposal.
1. Chemical Treatment - Chemical treatment processes include ion exchange, precipita on, oxida on
and reduc on, and neutraliza on.
2. Thermal Treatment - Thermal methods include high-temperature incinera on, which can not only
detoxify but also destroy certain organic wastes. Thermal equipment of specialized design is used to
burn waste in solid, liquid, or sludge form. Fluidized-bed incinerators, mul ple-hearth furnaces,
rotary kilns, and liquid-injec on incinerators are some examples of thermal treatment.
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3. Biological Treatment - The waste is carefully mixed with surface soil on a suitable plot of land in this
technique. Microbes that can metabolize waste, as well as nutrients, may be added.
4. Surface storage and land disposal - Hazardous wastes that cannot be destroyed by incinera on or
other chemical processes must be properly disposed of. Land disposal is the ul mate des na on for
the majority of such wastes, though it is not an appealing prac ce due to the inherent environmental
risks involved. Landfilling of hazardous solid or containerized waste is subject to stricter regula ons
than municipal solid waste landfilling. Hazardous wastes must be disposed of in so-called secure
landfills, which must have at least 3 meters (10 feet) of space between the landfill's bo om and the
underlying bedrock or groundwater table. Two impermeable liners and leachate collec on systems
are required for a secure hazardous-waste landfill.
Manufacturers of hazardous substances must provide warning labels and safety guidelines with their
products. Employers must ensure that the safety guidelines for each hazardous substance used in the
workplace are available to employees and warning labels on hazardous substances should feature:
• Hazard Pictograms
• Signal Words (e.g. Danger and Warning)
• Hazard Statements (e.g. Fatal If Swallowed)
• Precau onary Statements (e.g. Wear Protec ve Gloves).
The Safety guidelines must include important informa on on handling the product safely,
including:
• Poten al Health Effects
• Precau ons for Use
• Safe Storage Sugges ons
• Emergency First Aid Instruc ons
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Switching off lights remains one of the easiest ways to save on energy but it’s surprising
how o en lights are kept on, even when no one is in the lit area. This problem is
compounded in when employees go in and out of various buildings and work areas as
they go about their du es.
Ensure you shut off machinery and equipment when not in use. Walking through your
plant a er-hours and ensuring equipment is powered down when not in use can result in
significant savings over me.
Newer hea ng and cooling systems will be far more efficient than old ones, so it may be
worth ge ng systems more than 10 years old replaced.
Use fixed or adjustable shading, plant trees and vegeta on or install sun filters on the
windows and walls of the workplace— especially industrial sheds— to protect from
acute heat during summers.
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Op mise the energy consump on se ngs of the appliances being used in the unit,
like refrigerator and AC can be made to run by a couple of degrees higher.
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Summary
• Workplace safety is one of the most significant concerns for any manufacturing company or facility.
Ge ng it right can improve the overall performance of the opera on and lead to growth.
• It is the responsibility of everyone, whether employer or employee, to keep the workplace clean,
healthy, and safe.
• As safety is an integral part of the workplace, project managers should not turn a blind eye and, if
necessary, issue instruc ons.
• A hazard is something or someone that has the poten al to cause damage, harm, or adverse health
effects.
• An organiza onal safety procedure is a step-by-step instruc on manual for carrying out a work
procedure. It is used when a devia on from the procedure could result in injury or an accident.
• Electricity is widely recognized as a serious workplace hazard that can cause electric shock, burns,
fires, and explosions. Every year, many employees suffer pain, injuries, and even death as a result of
electric shocks. To keep yourself and others safe, it is cri cal to adhere to electrical safety-related
work prac ces.
• Li ing heavy objects is one of the leading causes of workplace injury. The main causes of these
injuries were overexer on and cumula ve trauma. Bending is the most frequently cited movement
that resulted in back injuries, followed by twis ng and turning.
• Workplace safety signage evolved with the Industrial Revolu on when workplace safety became a
major concern. The purpose of a workplace safety sign is to iden fy and warn employees who may
be exposed to various hazards.
• Electronic-waste recycling is one of the most discussed issues in the world today due to its poten al
to reduce environmental hazards and pollu on. It can also protect our lives as humans and other life
forms in our world. E-waste recycling is the reuse and reprocessing of any type of discarded or
obsolete electrical and electronic equipment.
• Recycling electronics can be a difficult task. This is due to the fact that e-scraps are typically
sophis cated and made from a variety of materials such as metals, plas cs, and glass.
• Employers bear more responsibility than their employees because they are held accountable for
their employee's safety and well-being.
• Health and safety documents assist in controlling risks and communica ng safe working procedures.
Many health and safety documents, such as risk assessments and health and safety policies, are also
required by law.
• PPE refers to the clothing or equipment designed to protect the workers/employees from shop floor
hazards. It includes items such as hard hats, safety boots, coveralls, gloves, safety glasses and
goggles, earplugs, high visibility vests, lifejackets, fall protec on, and respirators.
• Effec ve housekeeping assists in the control or elimina on of workplace hazards. Poor
housekeeping prac ces frequently contribute to incidents.
• 5S is intended to be a visually-oriented system of cleanliness, organiza on, and arrangement to
a ain greater produc vity. It engages all employees and is a founda on for more self-discipline on
the job for be er work and be er products.
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• Fire safety refers to a set of prac ces designed to reduce the devasta on caused by fire. Fire safety
measures include those used to prevent the igni on of an uncontrolled fire as well as those used to
limit the development and effects of a fire once it has begun.
• Electrical fires are different from regular fires. They cannot be ex nguished with water. Also, using
water to put out an electrical fire is very dangerous and could lead to electrocu on. To put out an
electrical fire, the right type of fire ex nguisher must be used.
• If you observe vomit or blood coming from the mouth or nose, turn the person on his or her side to
prevent him or her from choking. Help to prop the person up with pillows.
• A mock Drill is a scenario in which a fake emergency is declared and employees are instructed to
follow an emergency evacua on plan. This allows the worker to become acquainted with the
emergency and act accordingly.
• Workplace pollu on is defined as the presence of hazardous materials or noises within a workplace
that may affect employees while they are performing their du es. Such workplace pollutants can
harm workers' health, especially if they are exposed for extended periods, even at low levels.
• Waste management refers to the ac vi es and ac ons required to manage waste from its incep on
to its disposal. This includes the collec on, transport, treatment, and disposal of waste and
monitoring and regula on of the waste management process.
• Waste elimina on is one of the utmost effec ve ways to escalate the profitability of any trade or
business. To eliminate waste, it is essen al to understand exactly what waste is and where it exists.
While products significantly differ between places, the typical wastes found in electronic
manufacturing environments are pre y similar.
• In general, waste is segregated as dry and wet waste. Dry waste includes wood, paper, plas c, glass,
etc., related products that can be recycled, and wet waste refers to organic and biodegradable
waste. The waste can be segregated using color-coded dustbins.
• Recyclable waste is renewable. Non-recyclable waste commonly includes materials that can be
easily degraded in nature.
• Hazardous waste is defined as waste that poses significant or poten al risks to public health or the
environment.
• Material efficiency means producing the same result with reduced amounts or lower grades of raw
materials. Material efficiency measures seek to decrease the number of natural resources required
to produce a certain output level and recycle post-consump on waste material back in the
manufacturing process.
• In general terms, energy conserva on refers to the simple prac ces that we follow in our day-to-day
life to preserve energy. Manufacturing facili es are among the largest consumers of energy.
Therefore, efforts to improve energy efficiency are an increasing concern for many manufacturing
facili es.
• Water conserva on is the prac ce of using water efficiently to reduce unnecessary water usage. It is
essen al because fresh clean water is a limited resource and a costly one.
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Notes
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Scan the QR Code to watch the related video
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5.4.2 Effec ve Waste Management 5.4.3 Hazardous Waste Management
youtu.be/QLOGvbSrIDk
5.4.6Water Conserva on Prac ce
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Exercise
Fill in the blanks:
a) Dry waste includes _______, _________ and _________ etc.
b) _______________ can be reused or converted into new products or raw material.
c) The waste can be segregated using ________________ dustbins.
Column A Column B
Energy Conserva on Prac ces Strains and sprains from li ing loads
Poten al injuries occurs during moving of Shut off machinery when not in use
materials manually
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ANNEXURE - QR Codes
Chapter No. Unit No. Topic Name Page QR code(s) URL
No.
1.1.3 Various
Employment youtu.be/CSoub
Opportuni es Y-WM5s
for Project
Manager
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ANNEXURE - QR Codes
Chapter No. Unit No. Topic Name Page QR code(s) URL
No.
2.2.2 Es ma ng youtu.be/rN0Fr
Dura on, Cost DpQNUk
& Resources for
Project
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ANNEXURE - QR Codes
Chapter No. Unit No. Topic Name Page QR code(s) URL
No.
youtu.be/2CggV
3.1.4 Maintaining
QfEek8
Effec ve
Rela onship and
Communica on
with
Stakeholders
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ANNEXURE - QR Codes
Chapter No. Unit No. Topic Name Page QR code(s) URL
No.
youtu.be/4-
3.1.11 Standard
QU7WiVxh8
Prac ces for
Effec ve Site,
Logis cs and
Infrastructure
Management
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3.2.3 Process of
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Commitments
and
Stakeholders
Involvement
youtu.be/18cN8
3.2.5 Quality Control MZvJRA
Management
Prac ces
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ANNEXURE - QR Codes
Chapter No. Unit No. Topic Name Page QR code(s) URL
No.
youtu.be/iBpv0
3.3.2 Project Closure qHBJ4A
113
youtu.be/u16EP
Chapter 4 Unit 4.1 Work 4.1.1 Significance of
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Work and Effec ve
effec vely at Communicate Communica on
the effec vely at & Interpersonal
workplace workplace skills
youtu.be/q6u0A
4.1.2 Communica on Vn-NUM
Process
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ANNEXURE - QR Codes
Chapter No. Unit No. Topic Name Page QR code(s) URL
No.
youtu.be/dAF4b
4.1.12 Performance Ax2gJM
Measurement
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ANNEXURE - QR Codes
Chapter No. Unit No. Topic Name Page QR code(s) URL
No.
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ANNEXURE - QR Codes
Chapter No. Unit No. Topic Name Page QR code(s) URL
No.
youtu.be/HbyTy
5.3.3 Safety Mock Oglw1w
Drills
youtu.be/rSzXa2
5.4.3 Hazardous w9-dU
Waste
Management
youtu.be/QLOG
5.4.6 Water
vbSrIDk
Conserva on
Prac ces
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Address: ESC House, 2nd Floor 155, Okhla Industrial Estate, Phase-3,
New Delhi-110020, India
Email: [email protected]
Web: www.essc-india.org
Phone: +91 11 46035050
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