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Project Manager - Electronics

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43 views191 pages

Project Manager - Electronics

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upturntrust
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Project Manager-Electronics

Par cipant Handbook

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

All Rights Reserved,


First Edi on, March 2022

Printed in India at
Copyright @ 2022

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
This book is sponsored by Electronics Sector Skill Council of India (ESSCI)
Under Crea ve Commons Licence: CC-BY-SA

This license lets others remix, tweak, and build upon your work even for commercial purposes, as long
as they credit you and license their new crea ons under the iden cal terms. This license is o en
compared to “copyle ” free and open-source so ware licenses. All new works based on yours will
carry the same license, so any deriva ves will also allow commercial use. This is the license used by
Wikipedia and is recommended for materials that would benefit from incorpora ng content from
Wikipedia and similarly licensed projects.
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
future edi ons of the book. No en ty in ESSCI shall be responsible for any loss whatsoever, sustained by
any person who relies on this material. The material in this publica on is copyrighted. No parts of this
publica on may be reproduced, stored or distributed in any form or by any means either on paper or
electronic media, unless authorized by the ESSCI.
Project Manager-Electronics

Skilling is building a be er India.


If we have to move India towards
development then Skill Development
should be our mission.

Shri Narendra Modi


Prime Minister of India

iii
Par cipant Handbook

Certificate

is hereby issued by the

ELECTRONICS SECTOR SKILL COUNCIL OF INDIA

for

Complying to National Occupational Standards of


Job Role/Qualification Pack: Project Manager-Electronics QP NSQF ELE/Q9801 Level 7

Date of Issuance: 16/12/2020


Authorised Signatory
Valid up to : 16/12/2025 (Skilling India In Electronics)
*Valid up to the next review date of the Qualification Pack or the
‘Valid up to’ date mentioned above (whichever is earlier)

iv
Project Manager-Electronics

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.

v
Par cipant Handbook

About this Book


This par cipant handbook has been designed to serve as a guide for par cipants who aim to obtain the
required knowledge and skills to undertake various ac vi es as a Project Manager-Electronics . Its
content has been aligned with the latest Qualifica on Pack (QP) prepared for the job role. With a
qualified trainer’s guidance, the par cipants will be equipped with the following for working efficiently
in the job role:
Ÿ Knowledge and Understanding: The relevant opera onal knowledge and understanding to perform
the required tasks.
Ÿ Performance Criteria: The essen al skills through hands-on training to perform the required
opera ons to the applicable quality standards.
Ÿ Professional Skills: The Ability to make appropriate opera onal decisions about the field of work.
The handbook details the relevant ac vi es to be carried out by a Project Manager-Electronics. A er
studying this handbook, job holders will be adequately skilled to carry out their du es efficiently
according to the applicable quality standards, with minimum supervision.
The handbook has been divided into an appropriate number of units and sub-units based on the
content of the relevant QP. We hope it will facilitate easy and structured learning for the par cipants.
We sincerely hope that par cipants will obtain enhanced knowledge and skills a er studying this
handbook and make career progress in the relevant and senior job roles.
The Par cipant Handbook is designed based on the Na onal Skill Qualifica on Framework (NSQF)
aligned Qualifica on Pack (QP) and it comprises of the following Na onal Occupa on Standrads (NOS)/
topics:
1. ELE/N9801 Carry out project ini a on and planning
2. ELE/N9802 Carry out execu on, monitoring, control and closure of the Project
3. ELE/N9905 Work effec vely at the workplace
4. ELE/N1002 Apply health and safety prac ces at the workplace

Symbols Used

Key Learning Unit Notes


Outcomes Objec ves

Summary Exercise

vi
Project Manager-Electronics

Table of Contents
SI.No Modules and Units Page No

1. Introduc on to the Role of a Project Manager ( Bridge Module ) 1

Unit 1.1 Roles and Responsibili es of a Project Manager 3

2. Process of Carrying out Project Ini a on and Planning (ELE/N9801 ) 10

Unit 2.1 Carry out Project Ini a on 12

Unit 2.2 Carry out Project Planning 29

Unit 2.3 Par cipate in Resource Planning and Procurement 41

Unit 2.4 Obtain the Necessary Approvals 45

3. Process of Carrying out Execu on, Monitoring, Control and Closure of the

Project (ELE/N9802 ) 49

Unit 3.1 Manage Project Execu on 51

Unit 3.2 Monitor and Control Project 72

Unit 3.3 Carry Out Project Closure 84

4. So Skills and Work Ethics (ELE/N9905 ) 95

Unit 4.1 Work and Communicate effec vely at workplace 97

Unit 4.2 Work in a disciplined and ethical manner 115

Unit 4.3 Uphold social diversity at the workplace 121

5. Basic Health and Safety Prac ce (ELE/N1002 ) 130

Unit 5.1 Dealing with Workplace Hazards & Risks 132

Unit 5.2 Fire Safety Prac ces 151

Unit 5.3 Emergency, Rescue and First-aid Prac ces 156

Unit 5.4 Effec ve Waste Management Prac ces 161

6. Annexure - QR Code 175

vii
Par cipant Handbook

viii
Par cipant Handbook Project Manager-Electronics

1. Introduc on to
the Role of a
Project Manager

Unit 1.1 Roles and Responsibili es of a Project


Manager

Bridge Module
1
Par cipant Handbook

Key Learning Outcomes


At the end of this module, the trainee will be able to:
1. Discuss the job role of a Project Manager

2
Project Manager-Electronics

UNIT 1.1: Roles and Responsibili es of an In-Project Manager

Unit Objec ves


At the end of this unit, the trainee will be able to:
1. Describe the size and scope of the Electronics industry and its sub-sectors
2. Discuss the role and responsibili es of a Project Manager
3. Describe various employment opportuni es for a Project Manager

1.1.1 Introduc on to Electronic Industry


The electronics industry is the economic sector that manufactures electronic devices. It is one of the
world's largest and fastest-growing industries. Today's society is totally dependent on a plethora of
electronic devices manufactured in industrially run automated or semi-automated factories. Electronic
products have a huge impact on our lifestyle. With the world more connected than ever before, and the
digital push induced by the COVID-19 pandemic, demand for electronic devices has risen steadily and
remained a significant economic driver around the world. The global electronics industry is rapidly
expanding. 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.
Asian countries such as China, Taiwan, Singapore, and South Korea dominate the electronic market. 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. NPE was founded with the goal of posi oning
India as a global hub for Electronics System Design and Manufacturing (ESDM), among other things, by
crea ng an enabling environment for the industry to compete globally. Furthermore, the ESDM
industry has been iden fied as one of the 25 priority sectors in the government's Make in India ini a ve
and serves as a significant pillar in contribu ng to India's economic growth.
The Indian electronics industry is segmented into several sub-sectors:

Communica ons Consumer Electronics Industrial Electronics


and Broadcas ng • Home Appliances, viz., • UPS, Supervisory Control
Electronics Refrigerators, Washing and Data Acquisi on
Machines, Air Condi oners & (SCADA), Programmable
• Mobile Phones, Tablets, Logic Controller (PLC), AC
Microwaves,Televisions,
Wired, and Wireless Drive Systems
Music Systems, and Home
Connec ons
Theatres, Direct-to-home
and Set Top Boxes

3
Par cipant Handbook

Medical Devices Electronic Components Strategic Electronics


• Heart-rate monitors, • Semi-conductors, • Satellite-based
Dialysis machine, Capacitors, Resistors, Communica on, Naviga on,
ven lator, x-ray machines Picture-tubes, X-ray tubes, and Surveillance Systems,
etc. and caters to the Consumer Sonar, Underwater
• Electronics, Telecom, • Electronics Systems, Radar,
Defense, and IT segment of Infrared-based Detec on
the electronic industry and Ranging Systems

Computer Hardware LED


• Desktop Computers, • LED Lights in Automobiles,
Laptops, Notebooks, Communica ons, Signage,
Netbooks, and Servers Signalling, Architecture,
and
• Entertainment Sectors

Fig. 1.1 Sub-Sectors of Electronic Industry

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

4
Project Manager-Electronics

1.1.2 Roles and Responsibili es of a Project Manager


A project manager is a professional who organizes, plans, and manages projects while adhering to
constraints such as budgets and melines. Project managers are in charge of leading teams, se ng
goals, communica ng with stakeholders, and comple ng projects. This includes collabora ng with
project stakeholders and third-party vendors to ensure projects are delivered on me and successfully.
They are responsible for managing mul ple projects according to the size of the organisa on. The
following figure explain the roles and responsibili es of Project Manager in electronic industry.

Plan, oversee and


Create a budget for Create schedules and
direct commercial
each project meline for project
projects

Monitor the budget, Review all project Create a safe working


resources and all specifica ons, contracts environment for all
project progress and cost es mates employees

Par cipates in and


supervises the successful Recommend project Ensure Stakeholder
execu on of each stage of improvements Sa sfac on
the project

Manage reports and


Assemble and lead the necessary
project team documenta on

Fig. 1.2 Roles and Responsibili es of Project Manager

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.

5
Par cipant Handbook

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

Ability to carry out Knowledge of Policies


logical problem solving

Fig. 1.3 Key Competencies of Project Manager

1.1.3 Various Employment Opportuni es for Project Manager


India has one of the world's fastest-growing GDPs, making it a haven for investors from all over the
world. The scope of project management is massive. 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. Every organiza on desires a skilled project manager to
oversee and manage the project development process. Organiza ons typically run mul ple programs
at the same me and require a project manager who will be in charge of more than one project. As a
result, companies in India are not shy about offering higher project manager salaries. A simple LinkedIn
search will yield over 7000 job opportuni es for Project Managers in India, many of which are from
reputable companies such as Bajaj Electronics, Philips Electronics India, Kirloskar Electric Company
Limited, etc. Salary packages for project managers can vary depending on the organiza on, candidate's
skillset, and experience. The average annual salary for people 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.

6
Project Manager-Electronics

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.

Notes
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Par cipant Handbook

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

8
Project Manager-Electronics

Exercise
Answer the following ques ons:
1. Explain electronic industry and its sub-sectors.
________________________________________________________________________________
________________________________________________________________________________
________________________________________________________________________________

2. List the roles and responsibili es of Project Manager.


________________________________________________________________________________
________________________________________________________________________________
________________________________________________________________________________

3. Write a short note on employment opportuni es for Project Manager.


________________________________________________________________________________
________________________________________________________________________________
________________________________________________________________________________

4. List any three key competencies of Project Manager.


________________________________________________________________________________
________________________________________________________________________________
________________________________________________________________________________

Choose the correct answers:


1. Asian countries such as ______________, _______________, and South Korea dominate the
electronic market.
a. Thailand, Japan b. China, Singapore

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

3. Electronic Sectors consist of ______________________________.


a. Computers b. Radio

4. Project Managers are responsible for_______________________.


a. Planning and Developing Ideas
b. Dealing with customers

9
Par cipant Handbook

2. Process of Carrying
out Project Ini a on
and Planning

Unit 2.1 Carry out Project Ini a on


Unit 2.2 Carry out Project Planning
Unit 2.3 Par cipate in Resource Planning and
Procurement
Unit 2.4 Obtain the Necessary Approvals

ELE/N9801
10
Project Manager-Electronics

Key Learning Outcomes


At the end of this module, the trainee will be able to:
1. Describe the process of carrying out project ini a on and project planning
2. Explain the importance of par cipa ng in resource planning and procurement
3. Describe the process of obtaining the necessary approvals

11
Par cipant Handbook

Unit 2.1 Carry out Project Ini a on

Unit Objec ves


At the end of this unit, the trainee will be able to:
1. Elaborate how to create a business case
2. Explain the importance of ensuring the business case is easy to understand, logical and relevant
3. Elaborate how to define the scope of the project and determine the deliverables
4. Explain the importance of crea ng the project scope statement detailing a comprehensive
descrip on of the project deliverables and limita ons
5. Describe the process of conduc ng a feasibility study
6. Explain the importance of iden fying the possible project risks and documen ng the proposed
solu ons
7. Elaborate how to create the project charter and the appropriate details to include
8. Explain the importance of crea ng a project team defining the role and responsibili es of team
members

2.1.1 Crea ng Business Case


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. This ini a ve could be anything from
messaging for a new product or feature launch, a proposal to increase spending on a current ini a ve,
or a significant investment with a new agency or contractor, to name a few examples. A compelling
business case will outline the an cipated benefits of this large investment decision. The business case
provides key stakeholders to decide whether or not to proceed with an ini a ve.
A business plan, on the other hand, is a blueprint for a completely new venture. Typically, a dra
outlining the business strategy, mission and vision statements, and how you intend to get there. There
may be a case when developing a business plan for an exis ng business, but only when trying to take the
business in a significantly new direc on.
Generally, the project manager develops the business case, which is then presented to key stakeholders
for evalua on. As needed, the project is approved, rejected, deferred, or revised. A well-rounded
business case clearly explains the project's value. It assesses both the projected benefits and the cost or
risk, providing a clear jus fica on for proceeding.
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.
The exact scope of a business case is determined by the nature of the project. A business case checklist
is an important step in star ng a business case. The following is a general framework for developing the
business case.

12
Project Manager-Electronics

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.

Vision, Goals and Objec ves


Ÿ It defines the project vision, goals, and objec ves, which assist the project manager in
shaping the project scope and iden fying project deliverables.

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.

Success Criteria and Stakeholder Requirements


Ÿ Success criteria are the standards/levels used to determine whether an
objec ve/goal/target/outcome has been achieved/successful. These are linked to desired
outcomes and targets, such as those ac on plans and strategic plans. Stakeholder
requirements define business decisions about needs, goals, and objec ves from the
standpoint of the stakeholders and their role in the business. The business requirements
are expected to be decomposed by stakeholder requirements. The quality requirements
vary by project type, but they are cri cal to the project's success. Once the data has been
gathered, evaluate what determines whether or not it has met them and report on the
findings.

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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Par cipant Handbook

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.

Project's Roles and Responsibili es


Ÿ Project governance corresponds to all of the project management policies and procedures
that apply to the project. It describes, for example, the roles and responsibili es of project
team members as well as the decision-making framework.

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.

14
Project Manager-Electronics

Compe tor Analysis


Ÿ A compe ve analysis is a strategy that entails researching major compe tors to gain
knowledge of their products, sales, and marke ng strategies. A compe ve market
analysis can help the project manager implement stronger business strategies, defend
against compe tors, and gain market share.

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.

Fig 2.1 Key Elements of Business Case

Notes
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__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

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Par cipant Handbook

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.

Fig 2.2 Sample of Gan Chart

The following figure explains the process of crea ng a business case:

Iden fy the Business Explore alterna ve Recommend a


Problem solu ons Preferred Solu on

Create an execu ve Detail the resources Outline the scope of


summary for the required for the the project
project project

Provide a meline for


Specify the project's
implementa on and
organiza on
comple on

Fig 2.3 Process of Crea ng Business Case

16
Project Manager-Electronics

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.

Notes
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__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

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__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

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Par cipant Handbook

2.1.2 Project Scope Statement and Determining the


Deliverables
When working with new clients, project managers frequently face the challenge of defining the
project's scope at a fairly granular level. Organiza ons frequently know what they want in terms of
high-level project deliverables but have not go en down to the essen al details.
Project scope is the part of project planning that involves determining and documen ng several
specific set objec ves, deliverables, a ributes, func ons, ac vi es, melines, and, eventually, costs. In
other words, it is what must be accomplished and the work that must be done to complete a project. It
is essen al to determine the scope of a project early in its life cycle because it can have a significant
impact on the project's schedule or cost (or both) later on. The following is an overview of some of the
key processes to follow to correctly define the scope.

Iden fy the project Figure out project Iden fy the limita ons
requirements goals

Define resources and Involve the correct Write a killing project


budget stakeholders scope statement

Fig 2.4 Process of Defining Project Scope

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 Goals & Objec ves Project Requirements


• Define the purpose of a project • Include expected quality, risk, benefits
and cost etc.

Project Scope Descrip on Project Exclusions


• Includes work breakdown structure • Define the boundaries around what
• List out what is within the scope of the project includes from the outset
your project, and what is out of
scope

Project constraints Project Assump ons


• Manage me, money and scope,risk, • Revolve around the very things that
resources, processes, customers and end up being constraints, including
more me, money and scope
• Quick insight as to where the biggest
risk factors lie

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

Fig 2.5 Components of Project Scope Statement

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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:

Cost: The cost can be either financial or me-based. A


risk could be that the budget is too limited or that the
project takes too long to complete.
Solu on: To reduce cost risk, accurately es mate each
component of your project and s ck to your budget. The
best way to stay within your budget is to create a project
plan template that includes deliverables, scope, and a
meline. Consider scheduling regular check-ins to
review your budget and how to pace the project when it
is in development.

Schedule: The schedule is an important factor that


influences the success of the project. A risk could be
caused by a lack of resources, a lack of quality work, or
even miscommunica on between project par cipants.
Solu on: A good rule of thumb for comba ng schedule
risk is to overes mate the me required to complete
tasks during the planning phase and build in me
con ngency. This gives the project manager wiggle
room for scheduling later on. A project manager can also
use a Timeline or Gan chart to create a project
schedule. Clarity about work, dependencies between
tasks, and any delays can assist project managers in
dynamically adap ng to me risk as it arises.
Understanding the lifecycle of the project can also help
us determine how long each task will take.

Performance: Performance issues are what prevent


projects from being successful. It includes everything
from how fast and accurate it is to how well it is received
by its target audience.
Solu on: An cipa ng poten al performance risks early
in the planning process can assist the project manager in
be er preparing. Using project management so ware
allows us to track the processes in real- me, thoroughly
plan the project, and encourage open communica on
among team members.

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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.

Stretched resources: When an organiza on does not


have enough resources to complete a project, it faces
resource risk. Time, skills, money, and tools are all
examples of resources. As project managers, they are in
charge of acquiring resources for their team and
communica ng the status of those resources to the
team. Depending on the size of the project, resource
alloca on should occur early in the project planning
process, typically 1-2 months before the project
execu on.
Solu on: Crea ng a resource alloca on plan is the best
way to mi gate resource risk. A resource alloca on plan
maximizes resource impact while suppor ng team goals
by making the best use of team resources. When project
managers know what resources are required from the
start, they reduce the likelihood of running out of
resources later.
Performance: Performance issues are what prevent
projects from being successful. It includes everything
from how fast and accurate it is to how well it is received
by its target audience.
Solu on: An cipa ng poten al performance risks early
in the planning process can assist the project manager in
be er preparing. Using project management so ware
allows us to track the processes in real- me, thoroughly
plan the project, and encourage open communica on
among team members.

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Lack of clarity: Lack of clarity can manifest as


miscommunica on from stakeholders, ambiguous project
scopes, or missed deadlines. As a result of siloed work,
there may be a lack of visibility, budget overruns, missed
project deadlines, changing project requirements, having
to pivot project direc on, or disappoin ng project
outcomes.
Solu on: Check and recheck the requirements when
planning the project to ensure that everything is in place.
Is everyone in the process on the same page?
Are developers ready for the next step?
Is the scope defined clearly?
It is also cri cal to ensure that project informa on is
accessible to all. By centralizing informa on, project
managers can ensure that everyone is kept up to date as
the project progresses.

Table 2.1 Project Risks and their Solu ons

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.

2.1.4 Process for Conduc ng Feasibility Study


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. It is an evalua on of the feasibility of a proposed project or plan. A feasibility study is a
component of any project's or plan's ini al design stage. It is carried out in order to objec vely iden fy
the strengths and weaknesses. Furthermore, a descrip on of a proposed project or an exis ng
business. The significance of a feasibility study stems from the organiza on's desire to "get it right"
before commi ng to business resources, me, and money. A feasibility study may uncover new ideas
that completely alter the scope of a project. A feasibility study is not something that should be
undertaken lightly. The following figure explains the process of conduc ng a feasibility study for a
project.

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

Fig 2.6 Process for Conduc ng Feasibility Study

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2.1.5 Crea ng Project Charter


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. Before ge ng started, the project manager should
provide a short, succinct explana on of the main elements of the project in the charter. All of that
informa on is used in this formal document to authorize the project. As a result, the charter authorizes
the project manager to use both internal and external resources to complete the project.
The following are the project charter components:
1. Problem statement
2. Business case
3. Goal statement
4. Timeline
5. Scope
6. Team members
The following figure explains the steps for crea ng project charter.

Define Project Iden fy Project


State the Project
Team Roles & Goals and Project
Informa on
Responsibili es Objec ves

Present a Business Outline the Create a Project


Case Project Scope Timeline

Note Key
Build the Project Assump ons & Log Key Project
Budget Constraints Risks

Define Project
Requirements and
Success Criteria

Fig 2.7 Steps for Crea ng Project Charter

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2.1.6 Importance of Project Team


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.
Projects that are successful are usually the result of careful planning as well as the talent and
collabora on of a project team. Projects cannot proceed without the par cipa on of all key team
members, but it is not always clear who those members are or what roles they play. Let us examine five
key project team roles and their respec ve responsibili es: project manager, project team member,
project sponsor, execu ve sponsor, and business analyst.
1. Project Manager - The project manager is primarily responsible for the project's successful
comple on. The project manager's role is to ensure that the project is completed within the
specified me frame and budget while mee ng its objec ves. While managing rela onships
with contributors and stakeholders, project managers ensure that projects are given adequate
resources.

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

Fig 2.8 Key Responsibili es of Project Manager

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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Par cipant Handbook

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.

Making key business Approving the project Ensuring availability of


decisions for the budget resources
project

Communica ng the
project’s goals
throughout the
organiza on

Fig 2.9 Key Responsibili es of Project Sponsor

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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Project Manager-Electronics

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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Par cipant Handbook

Exercise
Answer the following ques ons:
1. What is project charter?
_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________

2. How business case is different from business plan?


_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________

3. Explain the process of defining project scope.


_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________

4. What is Gan chart?


_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________

5. Write a short note on Project team.


_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________

6. Discuss the significance of iden fying project risks along with solu ons.
_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________

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Unit 2.2 Carry out Project Planning

Unit Objec ves


At the end of this unit, the trainee will be able to:
1. Explain the advantage of crea ng a work breakdown structure and sequencing the project ac vi es
2. Elaborate how to es mate the ac vity dura on, costs, and resource requirement for the project
3. Explain the importance of documen ng the project plan detailing as the scope, schedule and cost of
the project
4. Explain the importance of developing user manuals, training materials, and other documents for the
successful implementa on of the project
5. Explain the importance and process of crea ng a con ngency plan to deal with internal and external
risks to the project
6. Elaborate how to create a performance measurement baseline to measure and manage
performance
7. Explain the use of the relevant planning so ware tools for me-bound scheduling and impl
ementa on of all cri cal tasks

2.2.1 Work Breakdown Structure


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.
WBS project management terminology includes the following terms:
Acceptance Criteria: Standards to be met to meet the needs of customers or other stakeholders.

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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Par cipant Handbook

Offers an ongoing view for


Provides a visual management and team
Defines specific and
representa on of all members into how the
measurable outcomes
parts of a project en re project is
progressing

Sets a founda on for


Provides a way to make
Breaks the work into es ma ng costs and
successful experiences
manageable chunks alloca ng human and
repeatable
other resources

Minimizes the chance of


Ensures no overlap and adding items outside the
no gaps in responsibility scope of work or
or resources forge ng a cri cal
deliverable

Fig 2.10 Advantages of Work Breakdown Structure


As project manager, it is crucial to make certain that all cri cal input and deliverables are collected
and transparently priori zed. To demonstrate the hierarchical outline of importance and
connec vity between the tasks required to complete the project, below are some examples of work
breakdown structures that project manager can use any of these to create an outline for their
project.
1. WBS spreadsheet: It can efficiently structure the WBS in a spreadsheet, no ng the various
phases, tasks, or deliverables in the columns and rows.
2. WBS flowchart: it can structure the work breakdown structure in a diagramma c workflow. The
majority of WBS examples and templates available are flowcharts.
3. WBS list: The WBS can be structured as a simple list of tasks, deliverables, and subtasks. This is
the simplest way to create a work breakdown structure.
4. Work breakdown structure Gan chart: It can format the WBS as a Gan chart, which is a
combina on of a spreadsheet and a meline. A Gan chart-structured WBS allows you to link
task dependencies and display project milestones.

2.2.2 Es ma ng Dura on, Cost & Resources for Project


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. One advantage of this
process is that it iden fies the type, quality, and a ributes of the resources required to complete a
specific ac vity. This will also allow for more accurate cost and dura on es ma on. This process is
carried out on an as-needed basis throughout the project lifecycle. Resources are one of the project's
most important tools, and selec ng the resource prerequisites leads to successful project
management. The process of es ma ng ac vity resources is a cri cal component of project
development. The below illustra on shows the flow diagram of Es ma ng the Ac vity Resources:

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Project Manager-Electronics

Fig 2.11 Flow-diagram of Es ma ng Ac vity Resources


(Source: h ps://www.invensislearning.com/blog/es mate-ac vity-resources/)

Notes
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The following are the steps involved in the Es mate Ac vity Resources process:

Review Resource Review WBS and Iden fy Poten ally


Availability Ac vity List Available Resources

Review Historical Review Organiza onal Expert Judgment on


Data about Reuse of Policies on Resource What Resources are
Resources Usage Needed and Available

Breaking Down the Quan fy Resource


Make or Buy Decisions Complex Ac vity to Requirements By
During The Process Es mate Ac vity

Update Project
Documents

Fig 2.12 Steps for Es ma ng Ac vity Resources

Notes
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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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7. Published Es ma ng Data - A technique for es ma ng ac vity resources. Ar cles, books,


journals, and periodicals from various businesses that have demonstrated informa on on similar
projects are included in this technique. The Project Managers can make a rough es mate of the
number of assets needed for the project using the published es ma ng data.
8. Vendor Bid Analysis - This strategy is used by the project team when they are assigned to work on
a project with external vendors or contractors to complete the project ac vi es. This strategy
assists project managers in determining the project cost based on vendor bids and es ma ng the
value of deliverables.

The process for es ma ng the total dura on required for your project is as follows:

Contact the professionals who


Examine previous projects that
have the most hands-on
are similar to the task being
experience and understand the
worked on by the team.
project requirements.

Determine how precise you


Techniques such as Work want your es mate to be. If the
Breakdown Structure and project must be detailed, the
analogy can be used to me dura on may increase, and
es mate ac vity dura ons in a significant amount of me may
Project Management. be invested to fully understand
the workflow.

Include emergency hours. This


is used to reflect any risk or
uncertainty in the es mate.

Fig 2.13 Steps for Es ma ng Ac vity Dura on

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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Project Manager-Electronics

2.2.3 Project Documenta on


In every field, it is cri cal to reducing risk as much as possible. Documenta on is an excellent tool for
avoiding lawsuits and complaints. Documenta on helps to ensure that consent and expecta ons are
met. It is beneficial to tell the story of decisions made and how you or the client responded to various
situa ons.
Without a doubt, project documenta on is an essen al component of project management training. It
is substan ated by the essen al two func ons of documenta on: ensuring that project requirements
are met and establishing traceability regarding what has been done, who has done it, and when it has
been done.
Experienced project managers excel at developing and adhering to standard templates for project
documents. They repurpose successful project plans, business cases, requirement sheets, and project
status reports to allow them to focus on their core competency of project management rather than
juggling unmanageable paperwork.
Project management is typically divided into five stages: Ini a on, Planning, Execu on, Control, and
Closure. The following table exhibits the list of documents in each phase.

Stage Ini a on Planning Execu on Control Closure

List of Feasibility Requirement Traceability Change Technical


Document Report Specifica on Matrix Management Document
Document

Project Design Issue Tracker Func onal


Charter Document Document

Work User Manual


Plan/Es mate

Transi on/Rollout
Plan

Handover
Document
Contract Closure

Lesson Learned

Table 2.2 List of Documents in Project Management

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Par cipant Handbook

2.2.4 Importance and Process of Crea ng a Con ngency Plan


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 goal of any con ngency plan is to allow an organiza on to resume normal opera ons as soon as
possible a er an unexpected event. The con ngency plan safeguards resources reduce customer
inconvenience, and iden fies key personnel, assigning specific responsibili es in the context of
recovery.
Check out the following four guidelines when crea ng a con ngency plan:
1. Determine what specific event or events must occur in order for the plan to be implemented.
2. In each step of your plan, cover the five bases: who will be involved, what they need to do, when
it needs to happen, where the plan will take place, and how it will be executed.
3. Have clear repor ng and communica on guidelines in place during the plan's implementa on.
a. What methods will be used to no fy internal and external stakeholders?
b. Who will write and send the no ce, and how soon will it be made public a er the incident?
c. How frequently will updates be made available?
4. Check the plan on a regular basis to ensure it is up to date.
The four most common challenges that project managers face with con ngency planning are as
follows:

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.

Team members may be overconfident or overly invested in Plan A: Making it


difficult for them to create a detailed, ac onable Plan B.

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.

Inadequate me spent iden fying all risks: It is impossible to prepare a viable


con ngency plan if a risk has not been properly iden fied.

Fig 2.14 Common Challenges in Con ngency Planning

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Project Manager-Electronics

The steps in a con ngency planning process are as follows.


Step 1: Brainstorm and list the major risks
Step 2: Priori ze your risks
Step 3: Iden fy and collect resources
Step 4: Begin developing con ngency plans for each event
Step 5: Present the plan to your team
Step 6: Revisit the Plan again

2.2.5 Crea ng Performance Measurement Baseline


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. The
main reason for crea ng a performance baseline is to allow project managers to quan fy the
rela onship between changes in performance and changes in the load or applica on. The most difficult
aspect of crea ng a baseline is determining which opera ons are cri cal to the system's effec veness.
A performance measurement baseline is a tool used by project managers to define project parameters
– the cost, scope, and meline of the project. When the es mates are approved and fixed, the PMB
becomes a reference point for measuring project success, earned value, and devia ons from the
original plan. A PMB is primarily required to compare the project plan and actuals to an ini al approved
budget. It's a yards ck you'll use whenever stakeholders approach you for updates.

Finer es mates and


Improved Be er risk and
project experiences
communica on change control
overall

Effec ve performance Higher returns on


assessment investment

Fig 2.15 Benefits of Performance Measurement Baseline

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Par cipant Handbook

The steps for developing a Performance Measurement Baseline are as follows.

Step 1 Step 2 Step 3


• Develop Scope Baseline • Develop Schedule • Develop Cost Baseline
Baseline

Step 5
Step 4
• Consolidate the Three
• Determine the
Baselines into the
Performance
Performance
Measures/Indicators
Measurement Baseline

Fig 2.16 Process for Crea ng Performance Measurement Baseline

2.2.6 Planning so ware Tools for Time-Bound Scheduling


and Cri cal Tasks
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

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Project Manager-Electronics

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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Par cipant Handbook

Exercise
Answer the following ques ons:
1. Explain various techniques used for es ma ng dura on in project.
_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________

2. List any five documents used in project management.


_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________

3. Explain the significance of crea ng con ngency plan.


_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________

4. What is Performance Measurement Baseline?


_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________

5. What is risk iden fica on?


_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________

6. What is PERT Method?


_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________

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Project Manager-Electronics

Unit 2.3 Par cipate in Resource Planning and Procurement

Unit Objec ves


At the end of this unit, the trainee will be able to:
1. Describe the process of planning and procuring resources for the project
2. Elaborate how to carry out nego a ons with the third-party suppliers and contractors

2.3.1 Process of Planning and Procuring Project Resources


Project procurement management is the establishment of rela onships with outside vendors and
suppliers for the goods and services required to complete a project. External materials and resources
are required for projects in a variety of industries to achieve their goals. Project procurement
management is the selec on, coordina on, and maintenance of these products and services, and it is a
cri cal component of comple ng a successful project. Understanding the processes, benefits, and
applica ons of project procurement management can help you achieve the project objec ves more
effec vely.
1. Planning procurement - Planning procurement entails a series of steps that aid in determining
which resources an organiza on requires for project comple on as well as the scope of its
budget. When planning for procurement, project procurement managers frequently consider
the following factors:

Materials and resources


Materials and resources
they already have and Contract requirements
required to complete
which need to be for outside purchases
the project
outsourced

Delivery date Key project milestones Legal terms and


requirements and their deadlines condi ons

Industry safety Researching providers


standards of materials and vendors Criteria for partnerships
and resources

Fig 2.17 Factors for Planning Procurement Process

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Par cipant Handbook

2. Conduc ng procurement - Following procurement planning, project procurement managers


evaluate vendor bids and select partnerships based on project requirements. During this phase
of procurement, vendor nego a ons are common, and all par es involved sign the agreed-
upon contracts. At this me, project procurement managers may also make payments for
products and services.
3. Controlling procurement - Once contracts are ac ve, procurement control and management
are cri cal components of maintaining vendor partnerships and ensuring that services and
products func on as intended throughout the project. Controlling procurement frequently
entails:

Reviewing progress
Evalua ng regular Reviewing contractor
and performance
internal status updates agreements
updates from vendors

Conduc ng inspec ons Issuing addi onal


Assessing work orders
and audits payment as necessary

Fig 2.18 Features of Controlling Procurement Process

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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Project Manager-Electronics

2.3.2 Carry Out Nego a ons with Third-Party Suppliers


and Contractors
Nego a on is a process that involves two or more people who hold opposing viewpoints. These
individuals try to reach an agreement by changing their original posi ons. Typically, reaching an
acceptable agreement requires bargaining. There are several reasons for bargaining:
1. Costs - To reduce acquisi on costs by achieving a lower price.
2. Value – Adding value, such as shorter lead or cycle mes.
3. Performance – Increasing performance through KPIs and SLAs.
4. Conflict - To resolve a conflict by reaching an understanding.
5. Problem - To solve a problem through open discussion.
6. Quality – Achieving maximum quality by reducing defects.
7. Agreement – To reach a mutual agreement in a collabora ve manner that is sa sfactory to all
par es.
The nego a on process is divided into seven major stages.
1. Prepara on - This is arguably the most important step. Without thorough prepara on, which
includes research, understanding the objec ves, understanding the concessions, the nego a on is
unlikely to yield the best results.
2. Opening - In this sec on, both par es explain what they hope to gain from the nego a on.
3. Tes ng - During this stage, par es a empt to understand what is truly important to each other and
where concessions may be made. Effec ve communica on is cri cal at this stage, as is using good
listening skills to gather as much informa on as possible and reading body language from the other
par es.
4. Proposing - A er listening to the opening stage and par cipa ng in the tes ng, each party puts
forward their proposals for what they would like to achieve.
5. Bargaining – This occurs when each party offers to give up something in exchange for something
else, such as tradeable. A concession occurs when one party must give something up but receives
nothing in return.
6. Agreement - Once bargaining is finished, it is expected that an agreement can be reached. To be
legally binding, an agreement must be accepted by both par es.
7. Closure - This is the final stage. This stage includes the documenta on of what has been agreed
upon, whether it is a contract or mee ng minutes. The closure is an important stage because the
agreement is open to interpreta on without it.

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Par cipant Handbook

Exercise
Answer the following ques ons:
1. Explain the seven stages of nego a on process.
_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________

2. What is closing procurement process?


_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________

3. List out the factors related to planning procurement process.


_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________

4. List any 3 reasons for bargaining.


_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________

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Project Manager-Electronics

Unit 2.4 Obtain Necessary Approvals

Unit Objec ves


At the end of this unit, the trainee will be able to:
1. Describe the process of obtaining the necessary approvals for a variety of projects and the relevant
authori es to approach for the purpose

2.4.1 Process of Obtaining Necessary Approvals


The sequencing of tasks for the compliant request and approval of projects, including the applica on of
consistent, value-based approval criteria and automated rou ng for project requests that impact an
organiza on financially and strategically, is referred to as project approval workflow. Managing project
requests via email, spreadsheets (even the most recent online spreadsheet so ware), or so ware
incapable of handling project approvals, scoring, and rou ng is inefficient and risky. Project requests
can be improperly approved, fail to provide cri cal details, become lost, and so on. Using workflow
automa on so ware to automate the process of project approval and rejec on has numerous
advantages:

A workflow engine to Automated review and


Consistency of project
assign tasks based on approval rou ng saves
request informa on
business rules. me.

Reminders and alerts to Complete audit trail of


Automated project/ROI
ensure expedience. all requests and
scoring for approvers.
ac vity.

Project KPIs, repor ng,


and analy cs.

Fig 2.19 Benefits of using So ware for Project Approvals

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Par cipant Handbook

There are three Alterna ves for Approval of Change Requests


1. Sponsor of the project - The project sponsor is typically a senior leader in an organiza on with
project decision-making authority. The sponsor works with the team to ensure its success. The
sponsor sees how the project fits into and supports the organiza on's mission, goals, and strategy.
2. Manager of a project - A project manager's most important role is to integrate all aspects of the
project, including subject ma er, project processes, and project knowledge areas. The project
manager's in mate knowledge of the project and project management is an advantage.
3. Change Control Board - Another possibility is to establish a Change Control Board (CCB). This group
frequently includes key stakeholders such as the project sponsor and other senior management
members. Some organiza ons have a Change Control Board that reviews all project change
requests. Individual projects and programs may have their Change Control Boards in other
organiza ons.

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

47
Par cipant Handbook

Exercise
Answer the following ques ons:
1. List the benefits of using so ware for project approvals.
_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________

2. Write a short note on the process of obtaining approvals.


_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________

3. Explain any two alterna ves authori es for approval of change requests.
_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________

48
Par cipant Handbook Project Manager-Electronics

3. Process of Carrying
out Execu on,
Monitoring, Control
and Closure of the
Project

Unit 3.1 Manage Project Execu on


Unit 3.2 Monitor and Control Project
Unit 3.3 Carry Out Project Closure

ELE/N9802
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Par cipant Handbook

Key Learning Outcomes


At the end of this module, the trainee will be able to:
1. Explain how to manage the project execu on
2. Demonstrate the process of monitoring and controlling the project
3. Illustrate the process of carrying out project closure

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Project Manager-Electronics

Unit 3.1 Manage Project Execu on

Unit Objec ves


At the end of this unit, the trainee will be able to:
1. Explain the importance of conduc ng the kick-off mee ng with all the stakeholders to apprise them
of the project melines, deliverables, scope and budgets
2. Describe the process of assigning tasks and responsibili es to the team members, se ng deadlines
and ensuring the availability of necessary resources
3. Explain the importance of coordina ng the internal resources and third par es/ vendors for the
flawless execu on of the project
4. Explain the importance of maintaining an effec ve rela onship, open and regular communica on
with the project stakeholders
5. Describe the process of collec ng the project's progress data and preparing the status report
6. Explain the importance and process of analysing the data and reports to iden fy the relevant
course-correc ve
7. Elaborate the use of the appropriate verifica on techniques to manage changes in the project
scope, schedule and costs
8. Elaborate how to iden fy risks to project execu on and dealing with them as per the risk
management plan
9. Explain the importance of adhering to the approved budget and melines
10.Explain the importance of following the applicable health, safety and environment protec on
prac ces
11.State the applicable prac ces for effec ve site, logis cs and infrastructure management
12.Explain the importance of ensuring posi ve cash flows for the uninterrupted progress of the project
13.Describe the process of re-alloca ng the project funds

3.1.1 Importance of Conduc ng the Kick-Off Mee ng


The project kickoff mee ng is the first gathering of
stakeholders, including the project manager, the client,
and the team. The kickoff mee ng informs the team
about the project's goals and the needs of the clients.
Typically, the mee ng is hosted by the project manager.
In project management, it occurs as soon as the
contracts are signed and the statement of work, budget,
and melines are agreed upon. It happens immediately
a er the start of a smaller project. It also takes place at
the beginning of a new phase in projects with mul ple
Fig. 3.1 Kick-off Mee ng
phases.

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Par cipant Handbook

Pre-planning Project Kick-off Mee ng


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. The project
kick-off is the best me to set expecta ons and foster strong team morale because it is the first mee ng
between project team members and possibly the client or sponsor. The kick-off usually happens a er
the statement of work or project poster has been finalized and all par es are ready to go.
Projects do not always follow a logical sequence of planning and execu on. Without a proper project
plan, ill-prepared teams rush into the execu on phase, and as a result, stakeholders have varying levels
of understanding of the project's purpose and vision. This is precisely what the kick-off mee ng aims to
avoid.
Structuring the Mee ng
A kick-off mee ng's purpose is to formally no fy all project stakeholders that the project has begun. It
introduces the team and assists them in:

Understanding the project's Decide how to set common


Establishes realis c expecta ons requirements, background, and project goals and check-ins
and project milestones while individual responsibili es
recognizing poten al surprises
that team may face

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

Fig. 3.2 Importance of Project Kick-off Mee ng

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Project Manager-Electronics

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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Par cipant Handbook

• Covers all of the ideas • Includes a detailed • Submi ed to the client


that were hatched descrip on of project describes the work
during previous deliverables and the project team will deliver
mee ngs with the client work required to and when they will
achieve them deliver it

Project Project Work


Project Scope
Background Statement

• Limita ons and risks • Covers methodology • Overview of what is


associated with a and collabora on to expected to be delivered
specific endeavor communicate and and when, and as
coordinate work for detailed as required for
both internal teams and the project
external vendors, and to
handle change requests

Project
Project Management
Constraints Project Timeline
Methodologies

• Actual items that the


project team will send to
the customer or client, as
noted on the meline

Project
Deliverables

Fig. 3.3 Elements of Project Kick-off Mee ng

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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:

• Pre-kickoff mee ng with internal team to discuss client’s background,


their stakeholders, their problems, and the proposed solu on
• Prepare everything to avoid the resul ng awkwardness in front of the
clients
1. Before the • Share the complete agenda–the list of things to be covered during the
Mee ng mee ng with all the a endees

• Don't get too involved in the details


• Keep it brief
• Don’t broadcast informa on
• Ask for inputs from the a endees
2. During the • Assign a mee ng note-taker or record the mee ng if possible and with
Mee ng permission

• Send out mee ng minutes to all a endees


• Send out an email to connect back for any queries or concern
3. A er the
Mee ng

Fig. 3.4 Best Prac ces for Conduc ng an Effec ve Project Kick-off Mee ng

3.1.2 Assigning Tasks, Se ng Deadlines and Availability of


Necessary Resources
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. Work is assigned
based on the following criteria:

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Par cipant Handbook

Task Priority Skill-Sets Resource Availibility

Employee Development Personal Interest

Fig.3.5 Criteria for the Work Alloca on

Notes
__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

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Project Manager-Electronics

The following figure explains the standard procedure of work alloca on:

Set the overall objec ve for Priori ze the resources,


the task and make sure it is Select the team members equipment and me
clear to all who will be for the job required for the respec ve
involved ac vity

Give delivery dates and


Briefing all team members
outline how the task
Assess each task in terms what they need to
progress should be
of the overall strategy complete and the
monitored and
expected performance
communicated

On a regular basis, check-in


Support team members
Allocate more worker with the team on the
who may be
support for the task progress of the task and
underperforming in quality
with the most priority provide feedback that is
or efficiency, so that they
to complete on me weighted against the
can get back on track
expected performance

Communicate what went


well and what could be
improved upon

Fig.3.6 Standard Procedure for Work Alloca on

3.1.3 Significance of Coordina ng with Internal Resources


and Vendors
Coordina on is the founda on of any successful organiza on. It is essen ally a mechanism or strategy
that allows different en es to collaborate. Coordina on assists in maintaining and improving
efficiency while working toward a common goal or target. As a result, team management and
coordina on are cri cal for work integra on.
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. A project manager informs it
team members about who is in charge of each sec on of a project and when the deadlines are. A project

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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

Fig.3.7 Importance of Project Coordina on

Effec ve coordina on with the team members:


1. Improves rela onships among team members
2. Get to know each other be er
3. Reduces the likelihood of unnecessary conflicts between them Supports their fellow teammate
4. Strengthen their bonds with one another
5. Ensures that team members do not engage in cross-purpose work by bringing together the
organiza on's human and material resources
6. Less resource waste, allows the organiza on to make be er use of its resources
It is crucial to establish and maintain strong vendor rela onships for customer service, cost-efficiency,
quality, and market development. Vendors, as key stakeholders, can make or break a project's success
or failure. Effec ve vendor coordina on ensures that all vendors meet expecta ons, follow security
protocols, and resolve problems as soon as possible. Effec ve vendor coordina on focuses on
increasing overall project efficiencies. Vendor coordina on is necessary for obtaining all of the products
and services required to complete the project.

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3.1.4 Maintaining Effec ve Rela onship and Communica on


with Stakeholders
Stakeholders are individuals or organiza ons whose a tudes and ac ons have an impact on the
project's success. Employees, labour unions, suppliers, customers, business partners, investors and
shareholders, the local community, government authori es, and regulators are all stakeholders.
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
advantages of stakeholder communica on are obvious, with some of the most important reasons listed
below:

Allow for more informed decision-making

Increased stakeholder sa sfac on

Increases the likelihood of project/ini a ve success

Promote open, two-way communica on

Fig.3.8 Importance of Maintaining Effec ve Rela onship and Communica on with Stakeholders

The following are some ps for maintaining communica on with stakeholders:


1. Engage stakeholders on a personal level
2. Establish communica on goals
3. Speak their language
4. Don't vanish from the map
5. Learn to pay a en on
6. Be open and honest

3.1.5 Process of Collec ng Progress Data and Preparing


Status Report
The purpose of the project progress report is to provide a summary of the project status to the Project
Board (and possibly other stakeholders) at regular intervals. The report compiles a variety of financial
and substan ve data to compare project accomplishments to project plans. Whereas, a status report is
a set of informa on about a project's current status. Project status reports are used to communicate
the current status of a project to the project team and 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

Analyze the data and


Gather the data put the findings into
ac on

Fig.3.9 Process of Collec ng Data

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.

Create the report Indicate the status of


where the work is Give the report a tle
the project

Include a high-level Include links to other


Summarize the status
overview of each key documents or
report quickly
area resources

Mark any roadblocks


encountered by the Highlight the next steps
project

Fig.3.10 Steps for Preparing Progress Status Report

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3.1.6 Process of Analysing Data and Reports


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 basic steps for data analysis
are to evaluate, clean, and summarise. The following figure explains the process of analysing data and
reports.

Define the business Source and collect Process and clean


objec ve data the data

Perform exploratory Select, build, and


Deploy models
data analysis (EDA) test models

Monitor and validate


against stated objec ves

Fig.3.11 Process for Analyzing Data and Reports

3.1.7 Appropriate Verifica on Techniques for Managing


Changes in Scope, Schedule and Costs
Changes in scope can have an impact on the project's cost, schedule, risk, and even quality. Scope
changes can be ini ated by the client, the project sponsor, or other stakeholders. The scope of work is
defined very early in the project planning and es ma on phases. In project management,
unan cipated changes are unavoidable. However, implemen ng proper change management
processes can significantly reduce their impact.
Changes that are poorly managed or uncontrolled can severely harm your project, resul ng in missed
deadlines, budget overruns, and even project failure. The verify scope process ensures that the
completed project deliverables have received formal acceptance from the customer, end-user, or
reques ng party. To receive formal acceptance of the deliverables, it is necessary to review the
deliverables with the customer to ensure that they are completed sa sfactorily. The two important

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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.

1. Project management plan 1. Inspec on 1. Accepted deliverables


2. Requirements 2. Group decision-making 2. Change requests
documenta on techniques 3. Work performance
3. Requirements traceability informa on
matrix 4. Project documents
4. Verified deliverables updates
5. Work performance data

Fig.3.12Validate Scope: Inputs, Tools & Techniques and Outputs


(Source: h ps://www.oreilly.com/library/view/a-guide-to/9781935589679/sub6.4.xhtml)

3.1.8 Risk Management Plan


In the previous module, we have already discussed risk management. Let us quickly sum it up. A risk
management plan is a document that outlines how to approach risk management in project
management, including how to best understand and manage project risks, the responsibili es of team
members and stakeholders in managing those risks, and the steps that will be taken if those risks are
not managed properly.
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.
Project risk management encompasses all aspects of risk management planning, iden fica on and
analysis of project risks, response planning, and implementa on, and risk monitoring on a project. As
shown in the figure below, there are seven project risk management steps.

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Step 1 – Plan Risk Management: Step 2 – Iden fy risks and


This entails finalizing the risk opportuni es:
management methodology to be used The process of iden fying individual
on a project. Details may differ from one project risks and opportuni es in a
project to the next. way that allows for analysis.

Step 3 – Perform qualita ve risk


Step 4: Conduct quan ta ve risk
analysis:
analysis:
This is the process of assessing and The process of conduc ng numerical
priori zing individual project risks and analysis to determine the most likely
opportuni es for further analysis or ac on outcome of iden fied high-priority risks
based on their likelihood of occurrence and and opportuni es.
poten al consequences.

Step 5 – Plan risk responses:


The development of risk-reduc on Step 6 – Implement risk responses:
op ons, the selec on of a strategy, and The process by which the risk owner
implements agreed-upon risk response
agreement on preven ve and
plans following the agreed-upon
con ngency ac ons to reduce overall
meline.
project risk exposure;

Step 7 – Monitor risks:


Throughout the project, monitor
progress with the implementa on
of agreed-upon risk response plans,
iden fy and analyze new risks, and
evaluate risk process effec veness.

Fig.3.13 Steps for Risk Management Plan

3.1.9 Importance of Adhering to Approved Budget and


Timelines
Any organiza on's financial roadmap is its project budget. 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. A project budget:

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Contributes to financial Makes it easier to pay Build an emergency


stability bills on me fund

Save for major


S ck to the project plan Be er execu on of
purchases by tracking
the project
expenses

Indicates the available


Improves the project's
resources and how to
financial standing in the
u lize those resources
short and long term
effec vely

Fig.3.14 Importance of Adhering to Approved Budget

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.

Track project progress


Improve communica on Be er me management
easily

Timely comple on of
Improve mo va on
Important tasks

Fig.3.15 Importance of Adhering to Project Timelines

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3.1.10 Importance of Health, Safety and Environment


Protec on Prac ces
Environment, Health, and Safety, or EHS, is a system that includes laws governing professionals,
programs, and workplace behaviours that protect workers' health and safety. Today, many people
spend the majority of their me in an environment that lacks health and safety protocols, which
increases the risk of an on-the-job injury significantly. 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.
There are numerous advantages to implemen ng EHS workplace prac ces, not only for the company
but also for the employees. These prac ces primarily prevent accidents, illnesses, and injuries while
reducing environmental toxins and spillage. There are historical examples of workplace accidents that
occurred as a result of inadequate EHS efforts. The Triangle Shirtwaist Fire, the BP Deepwater Horizon
oil spill and fire in 2010, and the collapse of the Savar building in Bangladesh in 2013 are all well-known
examples.

Fig.3.15 Slip, Trip & Fall mishap at Workplace

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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Maintain the safety and


Regular environmental,
health at workplace Perform hazard analysis
health, and safety
Ensure cleanliness and regularly
training
hygiene at work

Ensure EHS compliance Iden fy hazards Perform risk


with all regula ons management

Improve employee and


opera onal performance

Fig.3.17 Importance of Adhering to EHS Prac ces at Workplace

3.1.11 Importance of Adhering to Approved Budget and


Timelines
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.
Managing a site and its infrastructure can be a demanding role that involves taking on mul faceted and
increasingly complex projects. Infrastructure management is the management of both technical and
opera onal components for business effec veness, including hardware, so ware, policies, processes,
data, facili es, and equipment.

Use latest management Develop a culture of Plan ahead, but expect


tools collabora on the unexpected

Be ready to change
Stay ahead with the Perform Good House-
course if things go
latest digital technology keeping prac ces
wrong

Maintain cleanliness and Implement Effec ve


hygiene at workplace Waste Management

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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4. Deliveries can be received and processed quickly


Here are some key best prac ces for logis cs management:
1. Determine and evaluate the best logis cs opera ng model
2. Develop strategic rela onships with logis cs service providers and achieve agreement on
performance metrics.
3. Implement processes and systems for visibility and excep on management.
4. Improve the flow of goods by using intelligent rou ng and consolida on.
5. Implement an ongoing process for logis cs network design and scenario analysis.

3.1.12 Process of Re-Alloca ng Project Funds


The most important aspect of any business is cash flow management. A healthy cash flow ensures that
the company can pay its employees on me and has funds for growth and expansion. There are also
resources available for paying vendor bills and taxes on me. Posi ve cash flow:
1. Indicates an increase in a company's liquid assets
2. Allows it to pay off debts, reinvest in the business, return money to shareholders, cover
expenses
3. Provide a buffer against future financial challenges
4. Prevent nega ve cash flow which indicates a decrease in a company's liquid assets
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.
The process of alloca ng funds is known as financial intermedia on. This procedure aids in the transfer
of funds from borrowers to lenders. Financial intermedia on reduces transac on costs in general.

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Project Manager-Electronics

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

Delete certain projects Determine the ability of Compare required fund


and reduce the level of funds under availability with available resources
expenditure on some for the project
other projects

Assign relevant fund to


the task

Fig.3.19 Process of Re-Alloca ng Project Funds

Notes
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Notes
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QR Code
Scan the QR Code to watch the related video

youtu.be/LOCkV-mENq8 youtu.be/zPtI8q9gvX8
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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Project Manager-Electronics

Exercise
Answer the following ques ons:
1. What is cash flow management?
_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________

2. List down the components of logis cs management.


_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________

3. Discuss the importance of adhering to EHS prac ces at workplace.


_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________

4. Write a short note on:


a. Importance of adhering to approved budget and melines
b. Risk Management Plan
c. Process for analysing data and reports
d. Progress Status Report
e. Effec ve rela onship and communica on with stakeholders
f. Project coordina on
_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________

5. Explain the standard procedure for work alloca on.


_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________

6. Explain the importance of project kick-off mee ng.


_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________

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Unit 3.2 Monitor and Control Project

Unit Objec ves


At the end of this unit, the trainee will be able to:
1. Explain the importance of monitoring the project planning parameters such as the schedule,
meline, effort, cos ng, defects etc.
2. Elaborate the use of the appropriate project management so ware to monitor project schedule,
slippages and their impact
3. Describe the process of tracking the commitments and involvement of all the stakeholders through
mee ngs, status repor ng, progress and milestones reviews, etc.
4. Explain the importance and process of reviewing and reassigning the roles and responsibili es of the
team members
5. State applicable quality control management prac ces and the importance of ensuring that
appropriate follow-up ac ons are taken based on quality reviews
6. Explain the importance of monitoring various risks such as internal, client and vendor risks, tools and
technology risks, etc.
7. Explain the importance of ensuring adequate data protec on measures and allowing access to
cri cal data only that only to the authorised personnel

3.2.1 Project Planning Parameters


Project parameters are informa on containers that you define and then add to mul ple categories of
project elements. Project parameters are project-specific and cannot be shared with other projects.
The project parameters can then be used in mul -category or single-category schedules.
Project management parameters includes:

Schedule Timeline Cost

Effort Quality Quan ty

Defects

Fig.3.20 Project Planning Parameters

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Project Manager-Electronics

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.

3.2.2 Appropriate Project Management So ware


The top project management tools to monitor project schedule, slippages and their impact includes:

Gan Chart So ware Work Breakdown Structure


• Most effec ve project management • First and most important tool in
tools project planning
• Depicts the meline of the project as • Breakdown of the project goal into
well as the dependencies between ac onable work items
various work items

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

Fig.3.21 Project Management So ware

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

3.2.3 Process of Tracking Commitments and Stakeholders


Involvement
In any project or business, commitment is essen al. It is the value that unites disparate en es so that
they can collaborate unilaterally and seamlessly. Without it, there is no bond and no common purpose.
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.

Capture every overt Capture every implied Capture anything


promise/commitment of promise/commitment unfinished in a collec on
the project tool

Clarify your commitment Keep reminders of the


and what you have to do ac ons you need to Score yourself at the end
to make progress take in a system you of each day
towards it review regularly

Assess your
performance at the
end of the week

Fig.3.22 Project Commitment Tracking Process

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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.

Fig.3.23 Five-Step Approach to Stakeholder involvement/Engagement


(Source: h ps://www.bsr.org/en/our-insights/report-view/stakeholder-engagement-five-step-approach-toolkit)

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3.2.4 Reviewing and Reassigning Roles and Responsibili es


of Team Members
Every company should strive to foster alignment between the best roles for team members as they
relate to the company's objec ves and vision. It all starts with taking some steps toward a more organic
approach to people management. The team member's responsibili es include comple ng all tasks
assigned by the team leader or manager, collabora ng with other team members, adhering to
company regula ons, and ac ng as a good brand ambassador at all mes.
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. The following figure explains the importance of
reviewing and reassigning roles and responsibili es of team members in a project.

Re- assigning right Avoid the delays in


To Increase the
candidate for the project deliverables to
produc vity
comple on of the task the client

Increase morale and Determine what


Lead team to success
momentum needs to get done

Iden fy strengths and Refer back to a team


member's job descrip on Get feedback
weaknesses

Fig.3.24 Importance of Reviewing and Reassigning Roles and Responsibili es of Team Members

3.2.5 Quality Control Management Prac ces


Quality is defined as doing what was agreed upon rather than being perfect or exceeding expecta ons.
Quality management is divided into three processes:
1. Quality Planning (QP).
2. Quality Assurance (QA).
3. Quality Control (QC).

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Project Manager-Electronics

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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Engagement Customer Process


Leadership
of People Focus Approach

Evidence- Rela onship


Improvement
based Decision Management
Making

Fig.3.25 ISO Quality Management Principles

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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3.2.6 Importance of Monitoring Various Risks


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. The overarching goal of risk monitoring and control is to mi gate and eliminate risks that could
derail a project or nega vely impact a company, and there are some more specific goals within these
broader goals:
Ensure that the appropriate risk responses have been developed and are being implemented as
planned.
When evalua ng third-party vendors, be aware of the six different types of internal/client/vendor risk
listed below.
1. Cybersecurity risk - With the sophis ca on and speed of cyber threats increasing, it is more
important than ever to monitor vendors' cybersecurity posture. To quan fy vendor
cybersecurity risk, first determine the organiza on's risk tolerance. A er defining acceptable
risk levels, begin assessing third-party security performance and making adjustments as
needed.
2. Compliance risk - The risk of non-compliance arises from viola ons of laws, regula ons, and
internal processes that organiza ons must follow to conduct business. The laws that apply to
each organiza on will differ depending on the sector; however, some common regula ons
apply to all industries. Non-compliance with these regula ons typically results in significant
fines, so it is cri cal to ensure that cybersecurity compliance efforts are aligned with
regulatory requirements.
3. Reputa onal risk - The public percep on of the company is the focus of reputa onal risk.
Third-party vendors can harm the reputa on in a variety of ways, including:
a. Interac ons that do not adhere to company standards.
b. Customer informa on loss or disclosure as a result of carelessness or a data breach.
c. Infrac ons of laws and regula ons
4. Financial Risk - Third-party financial risk arises when vendors fail to meet the organiza on's
fiscal performance requirements. Vendors face two types of financial risk: excessive costs and
lost revenue. Excessive costs, if not addressed, can thwart company growth and lead to
excessive debt. To keep costs under control, the project manager should conduct periodic
audits to ensure that vendor spending is in accordance with the terms of the contract.
Managing lost revenue begins with determining which vendors have a direct impact on your
organiza on's revenue-genera ng ac vi es. A third-party system that tracks and records
sales ac vity for your company is an example of this. Any issues with these vendors and
systems can result in lost or delayed revenue, so it is cri cal to have systems in place to
monitor their risk.
5. Opera onal risk - When vendor processes are shut down, opera onal risk occurs. Third-party
opera ons are inextricably linked to organiza onal opera ons, so when vendors fail to deliver
on their promises, organiza ons frequently fail to carry out their daily opera ons. To reduce
opera onal risk, the organiza on should develop a business con nuity plan so that it can
con nue to operate in the event of a vendor shutdown.

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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:

Iden fy and assess Track the occurrence and


Prepare response plans
current risks evolu on of risk

Evaluate the quality and


Iden fy new effec veness of the risk
con ngencies monitoring process and
strategy over me

Fig.3.26 5-Step Approach to Risk Monitoring and Management

3.2.7 Data Protec on Measures


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. The following figure explains 6 Essen al Data
Protec on Methods:

Risk Assessments Backups Encryp on

Pseudonymiza on Access Controls Destruc on

Fig.3.27 Six Essen al Data Protec on Methods

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Project Manager-Electronics

The following are some valuable ps for data protec on.

Take care when working


Back up your data Use strong passwords
remotely

Be wary of suspicious Install an -virus and Don't leave paperwork


emails malware protec on or laptops una ended

Make your old


Make sure your Wi-Fi is
Encrypt your data. computers' hard drives
secure
unreadable

Automate your so ware


updates

Fig.3.28 Tips for Data Protec on Measures

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

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3.2.7 Data Protec on Measures

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Project Manager-Electronics

Exercise
Answer the following ques ons:
1. List down the project planning parameters.
_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________

2. Name any two so ware for project management.


_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________

3. Explain the process of tracking commitments and stakeholder’s involvement in a project.


_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________

4. Discuss the importance of reviewing and re-assigning roles and responsibili es of team members.
_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________

5. Write a short note on quality management prac ces.


_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________

6. Explain the significance of monitoring risks in project.


_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________

7. List few ps for data protec on in project management.


_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________

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Unit 3.3 Carry Out Project Closure

Unit Objec ves


At the end of this unit, the trainee will be able to:
1. Explain the importance of delivering the project as per the agreed melines and budget
2. Explain the importance of ensuring all deliverables are fully completed and handed off at the project
closure stage
3. Describe the process of finalising and transferring the project deliverables to the client
4. Explain the importance and process of reviewing all contracts and documenta on
5. Describe the process of invoicing the client
6. Explain the importance and process of releasing various project resources such as suppliers,
contractors, team members, and any other partners
7. Explain the importance of no fying all the stakeholders of the end of the project and ensuring final
payments and obliga ons are completed
8. Explain the importance and process of conduc ng project performance review and documen ng
the successes, failures, and challenges of the project
9. Explain the importance of taking feedback from the project management team and iden fying the
scope of improvement
10.Describe the process of reviewing, finalising and archiving the project-related documents

3.3.1 Importance of Delivering Project on Time


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. This entails breaking the project down into different tasks. Every
project, large or small, necessitates the hiring of a professional project manager to oversee the en re
process and ensure that it is completed in a cost- and me-efficient manner. Every project manager's
primary goal is to complete the project on me and within budget.
As a project manager, taking a reac ve approach virtually guarantees that the project will be late, over
budget, and diverted from its original goal. To ensure success, a proac ve project manager, fluid
communica on, and some essen al prepara on are required. The following sugges ons can help the
project stay on track and finish on me and within budget.

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Project Manager-Electronics

Understand the Document the scope


Set realis c deadlines
team's strengths and of the project before
for your goals
weaknesses ini a ng

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

Make con ngency


plans

Fig.3.29 Tips for Delivering Project on Time

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.

Define project deliverables


ensures that every team Break up the project plan
Determine the project member, regardless of full- to reduce the possibility
scope, and adhere to it me or part- me status, of delays and missed
fully understands their deadlines
priori es

Test frequently and early

Fig 3.30 Standard Prac ces for Project Delivery on Time

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Par cipant Handbook

3.3.2 Project Closure


When it comes to project management, finishing a project is more than just comple ng deliverables.
Even though the process may appear tedious or overly administra ve, a formal closure phase ensures
that all loose ends are ed up, documenta on is signed and approved, contractors are paid, and
everyone is on the same page.
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 closing phase also helps to
review and evaluate the project's success (or failure), which is cri cal for future project planning and
execu on. The diagram below depicts how to navigate the project management closure process.

Ini a ng Planning Execu ng


• Assess and define the • Establish project • Manage teams, monitor
scope and goals of the scope and objec ves melines, ensure project
project and define how to stays within the budget
meet objec ves and the me frame and
balance stakeholder
involvement

Monitoring and Closing


Controlling • Formally close the project
• Track review and regulate
the progress

Fig.3.31 Project Management Process

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Project Manager-Electronics

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.

Step 1: Formally transfer all deliverables


Ÿ Finalize and transfer project deliverables to the client
Ÿ Examine the project plan to iden fy all deliverables
Ÿ Ensure that they have been completed and handed off

Step 2: Confirm project comple on


Ÿ Obtain approvals for project deliverables i.e., all stakeholders must agree that they have
delivered on all parts of the project plan
Ÿ Official sign-offs from project stakeholders
Ÿ Ensure to document all the step so you have proof that the project was officially closed

Step 3: Review all contracts and documenta on


Ÿ Receive approvals from the clients
Ÿ In ate the process of closing out thecontracts
Ÿ Review all the project documenta on to ensure all par es have been paid for the work and
there are no outstanding invoices

Step 4: Release resources


Ÿ Release resources from the project, including suppliers, contractors, team members, and
any other partners
Ÿ No fy them of the end of the project
Ÿ Confirm any final payments or obliga ons
Ÿ officially release them so they are free to work on other projects

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Step 5: Conduct a Project Review

Ÿ Review the successes, failures, and challenges of the project


Ÿ Iden fy opportuni es for improvement going forward
Ÿ Calculate the project’s performance in terms of cost, schedule, and quality
Ÿ Conduct a survey or hold a mee ng with the project management team to get feedback on
how the project went
Ÿ Iden fy lessons learned and opportuni es for the future
Ÿ Document your project review with the performance measurement, feedback, and
improvement plan

Step 6: Archive documenta on

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

Ÿ Acknowledge your team’s hard work and increase morale


Ÿ Kick back and take me to celebrate the successful project closure together

Fig.3.32 Project Closure Process

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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Project Manager-Electronics

3.3.4 Process of Invoicing the Client


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. The invoice amount is determined by the transac on
lines entered on projects.

Record the, GL code, and


match suppor ng Send invoices to authorised Authorize and submit
documents like a purchase approvers for approval or invoices for payment in a
order and/or delivery rejec on. financial system.
receipt.

Pay invoices using Archive invoices and


common payment payment informa on in
methods such as check, the general ledger for
netbanking, or wire audit purposes.
transfer.

Fig.3.33 Process of Invoicing the Client

3.3.5 Project Performance Review, Feedback and Scope of


Improvement
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. Project performance reviews, which are held regularly
throughout the life of a project, are the primary means of achieving con nuous improvement. Posi ve
accomplishments and valued parts of the process are acknowledged and revealed in project
performance reviews, and so are the flaws in our performance and processes. The performance
evalua on process aims to promote communica on and provide useful feedback about job
performance, facilitate be er working rela onships, provide a historical record of performance, and
contribute to professional development. Conduc ng post-project reviews is a good way to capture and
transfer valuable lessons learned. Post-project reviews entail assessing project success and failure,
learning from mistakes, and sharing knowledge to improve project success. The following are standard
performance review prac ces:

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Par cipant Handbook

Develop an evalua on form

Determine performance metrics

Establish feedback guidelines

Create disciplinary and termina on policies

Fig.3.34 Process of Performance Review

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

Plan what to do next Create a posi ve


me pa ern of work Create checklists

Give your work Double-check all


your full a en on communica ons and Review your work
at the best mes presenta ons

Eliminate distrac ons Ask ques ons Create a detailed


schedule

Fig. 3.35 Steps for Rec fying and Minimizing Mistakes at Work

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Project Manager-Electronics

3.3.6 Archiving the Project-Related Documents


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. It is significant because:

Ensures only the right Keeps documents


Stops losing data people can access the right organized and easy to
documents access

Helps the business meet


Saves valuable storage
legal requirements for
space in the office server
audi ng

Fig.3.36 Importance of Project Documenta on

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.
_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________

2. Discuss Project closure in detail.


_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________

3. What is the process of invoicing client?


_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________

4. Explain the process of performance review.


_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________

5. Write a short note on feedback and steps for improvement.


_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________

6. Discuss the importance of archiving the project documents.


_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________

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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

Unit 4.1 Work and Communicate effec vely at workplace


Unit 4.2 Work in a disciplined and ethical manner
Unit 4.3 Uphold social diversity at the workplace

ELE/N9905
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Par cipant Handbook

Key Learning Outcomes


At the end of this module, the trainee will be able to:
1. Work effec vely at the workplace
2. Implement the prac ces related to gender and PwD sensi za on

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Project Manager-Electronics

Unit 4.1 Work and Communicate Effec vely at Workplace

Unit Objec ves


At the end of this unit, the trainee will be able to:
1. State the importance of effec ve communica on and interpersonal skills
2. Explain the importance of conveying informa on/instruc ons as per defined protocols to the
authorized persons/team members
3. Discuss ways of dealing with heightened emo ons of self and others
4. Explain the importance of working as per the workflow of the organisa on to receive instruc ons
and report problems

4.1.1 Significance of Effec ve Communica on & Interpersonal


Skills
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. The ability to communicate
effec vely at work is essen al regardless of industry. Effec ve communica on entails more than just
exchanging informa on; it also encompasses the emo on and inten ons behind the facts and
conveying a message. Therefore, communica ng more clearly and effec vely requires learning some
essen al skills. Learning these skills can assist employees in developing stronger bonds, gaining more
trust and respect, improving teamwork, problem-solving, and overall social and emo onal health. As a
result, we can state that "effec ve communica on is a founda onal component of successful
organiza ons."

Build strong professional Helps to express


Manage and assist the
rela onships with co- thoughts and convey
team where required
workers and clients clear message

Mo vate and boost


teamwork and lead to Bridge gaps between
Enhance leadership and
be er project clients, colleagues, and
nego a on skills
collabora on partners labor

Recognize each others' Improve produc vity by


Resolves issues and
good work and give sharing informa on and
conflicts
construc ve feedback ideas

Fig. 4.1 Importance of Effec ve Communica on and Interpersonal Skills

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Par cipant Handbook

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

Fig. 4.2 Interpersonal Communica on Skills of Project Manager

4.1.2 Communica on Process


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.

Context

Sender Encoding Message Decoding Receiver

Feedback

Fig. 4.3 Process of Communica on

As demonstrated in the exhibit above, there are 8 elements of communica on:

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Project Manager-Electronics

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

Fig. 4.4 Elements of Effec ve Communica on

4.1.3 Communica on Barriers


All of the elements depicted above can also act as a barrier to communica on. 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. As a
result, it leads to miscommunica on and misunderstandings. Let us look at the table below to
understand four significant barriers to communica on.

Communica on Barriers

Physical or Environmental Barriers


• The barriers in the surroundings or in the
environment are the physical barriers.
• Example- Noise in the surroundings, the
physical distance between the sender &
receiver, defects in the communica on
system like network problems, poor signal,
etc.

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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.

Table. 4.1 Poten al Barriers in Communica on

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Project Manager-Electronics

4.1.4 Effec ve Communica on with Superior and Colleagues


It is significant to convey informa on as per defined protocols to the authorized person's/team
members, as it reduces communica on gaps, strengthens alignment with all levels of leadership, and
ensures that employees receive consistent messages. The Communica on Protocol specifies the types
of informa on to be communicated to the organiza on, as well as the person(s) in charge of
communica ng specific topics. The audience, frequency, and suggested communica on vehicles are
also discussed. The Protocol, which is prominently displayed in all common areas such as lobbies and
conferences, and is distributed to all new hires, ensures that communica ons align with the company's
key strategic priori es.
Effec ve communica on with the supervisor is essen al for professional development and
advancement. Refer to the exhibit below for ps on communica ng with the supervisor effec vely.

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

Fig. 4.5 Tips for Effec ve Communica on with Superior

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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.

Greet everyone with a Listen ac vely and Offer help to a new


smile and posi ve avoid jumping to colleague in your
body language. conclusions crew

Show courtesy and Speak in a polite and Make an eye contact


respect to colleagues respec ul tone while you speak

Learn from your


Use posi ve words Appreciate each
colleagues and
and body language other's work
collaborate with them

Keep commitments Inform your Do not be a grump.


made to your colleagues colleagues in case of Leave your bad mood
or team members delay in the work out of the worksite

Do not waste your me


Do not engage in any Do not disturb others and others' me by
kind of gossip when they are holding conversa ons
working which are not related to
work

Do not interrupt when


the other person is Avoid controversial
speaking. Wait for conversa ons
them to complete

Fig. 4.6 Tips for Effec ve Communica on with Superior

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4.1.5 Organiza onal Communica on


Organiza onal communica on can be divided into two categories: formal and informal
communica on.
1. Formal communica ons are those that are official and are part of a recognized
communica on system that is involved in the organiza on's opera on. These communica ons
can be either verbal or wri en.
a. It can take place between a superior and a subordinate, or between a subordinate and
a superior, administra vely or externally.
b. It can happen outside of the organiza on, i.e. with suppliers, clients, unions,
government agencies, and community groups.
c. It can some mes be obligatory, indica ve, or informa ve. Mandatory communica on
implies an order or command to be followed and is known by various euphemisms
such as instruc ons, briefing, and so on.
2. Informal communica ons emerge from the social interac ons of coworkers. These are bound
by conven ons, customs, and culture rather than any chart on the wall. In the form of
grapevine, such communica on provides useful informa on for upcoming events.
Any communica on style is only effec ve if the listener ac vely listens, observes, and empathizes. In an
organiza on, four major types of communica on are used on a daily basis:

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

Fig. 4.7 Types of Communica on and Ways to Use Them

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4.1.6 Managing Emo ons at Work


Humans are emo onal beings. It is difficult for us not to be emo onal. While it is generally beneficial to
be in touch with our emo ons and not suppress them, there are some situa ons in which we must
manage our emo ons especially well. This is especially true at work. 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. Although, it is never good to repress or suppress emo ons, whether posi ve or
nega ve. However, in order to func on in a variety of situa ons, we must manage our emo ons. The
following are some coping strategies to deal with heightened emo ons at work.

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

Clarify before reac ng


Try coun ng to ten to
in the event of a simple Blast your anger
calm down incase of
misunderstanding or through exercise
temper rising
miscommunica on.

Know your triggers as It Treat your coworkers the


Never reply or make a
helps to recognize what same way you would like
decision when angry
upsets or angers you to be treated

Apologise for any Never bring your


emo onal outburst nega ve emo ons home

Fig. 4.8 Strategies for Coping with Heightened Emo ons at Work

Notes
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4.1.7 Organiza onal Structure


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. These ac vi es may include rules, roles, and responsibili es. The
organiza onal structure also governs how informa on flows within the company. There are numerous
types of organiza onal repor ng structures, each with its own set of benefits and drawbacks. The
repor ng structure is chosen based on the organiza onal requirements. The following are the top
organiza onal repor ng structures.

Hierarchical organiza onal structure

• It is a pyramid-like top-down management structure

Func onal organiza onal structure

• It is a business structure that divides a company into departments based on areas of


exper se.

Divisional or product organiza onal structure

• In a product-based structure (also known as a divisional structure), employees are


assigned to self-contained divisions based on the -market, product line and geography.

Line-and-staff organiza onal structure

• In this structure, authori es (e.g., managers) establish goals and direc ves that are
then carried out by employees and other workers.

Flat organiza onal structure

• A flat organiza onal structure means that there are few (if any) levels of management
between the workforce and the highest-level managers.

Matrix organiza onal structure

• A matrix organiza on is a work structure in which team members report to mul ple
leaders.

Network organiza on structure

• It is a type of internal structure that priori zes communica on and rela onship goals
over hierarchy.

Fig. 4.9 Types of Organiza onal Structure

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4.1.8 Importance of Working as per the Organiza on’s


Workflow
Workflow, in a broad sense, is the set of tasks—grouped chronologically into processes—and the set of
people or resources required to complete those tasks to achieve a specific goal. 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.

Maintains digital copies of files,


automates task rou ng, no fies
Eliminate redundancy
those who need to act, and records
everything relevant to the process

Provide triggers that keep processes


moving along a meline, allowing
Assign tasks to people based on their
par cipants to see when and where
strengths and skill sets
input is needed

Provides important insights Encourages collabora on

Fig 4.10 Importance of Working as per the Organiza on's Workflow

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4.1.9 Organiza onal Communica on Policies and Procedures


Communica on is a vital management component of any organiza on. Effec ve communica on is a
cri cal issue for effec ve management, whether the purpose is to update employees on new policies,
prepare for a natural disaster, ensure safety throughout the organiza on, or listen to employees'
a tudes. To a ain success, organiza ons should have comprehensive policies for communica ng with
their, employees, stakeholders, and the community at large. With a formal, defined and comprehensive
communica on strategy, organiza ons can make sure that they:
1. Communicate consistent messages
2. Establish a dis nguishable brand
3. Deliver messages that are congruent with the organiza on's mission, vision, and culture
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. In addi on, good communica on policy, reduces conflicts and
misunderstandings.
An organiza on has many channels for communica on, running internally and externally. It is
impera ve to regulate these channels for the sake of business interests. Therefore, communica on
policy and procedures need to be wri en out in clear, straigh orward language for all the employees.
When outlining these communica on policies and procedures, it is essen al to consider exis ng
policies and regula ons that must comply with the organiza on. It is important for a workplace where
employees need to understand proper lines of communica on and behavior with one another.
Communica on policy and procedures guide the employees for handling informa on, either outgoing
or incoming, that pertains to the organiza on. It focuses on spreading important news and informa on
to other co-workers, customers and stakeholders. Crea ng clear rules avoids liability issues and
embarrassing or damaging situa ons in the organiza on.
1. Procedures for verbal communica on - It is essen al to communicate well verbally to understand
what others are saying to you. Following are the key points when communica ng verbally in an
organiza on:
a. Employees should speak clearly and listen carefully when communica ng with each other. If it is
not clear, ask the person to repeat it or explain what they mean.
b. Speak clearly and slowly to deliver the correct message. Avoid speaking quickly or in a mumbling
tone. Repeat the message to make sure it is right.
c. Pass on the urgent messages as soon as possible. If the person is busy, then then wait for your
chance to speak. On the other hand, if the message is very urgent, inform them politely.
2. Procedures for wri en communica on - Most workplaces have standard wri ng methods. They
have special forms or layouts to use. These are some mes called ‘templates’. Using these is part of
the organiza onal procedure. Each employee must use these standard layouts for wri en
communica on. For example, wri ng e-mails, le ers, memos, faxes and messages and other office
tasks. Below are the key points when using wri en communica on in an organiza on:
a. Keep it simple. Make your sentences, paragraphs, and the overall document as short and
concise as possible.

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b. Strive for clarity


c. Keep it in a structured form
d. Use appropriate tone
e. Give the right amount of detail
f. Give copies to everyone concerned

4.1.10 Sharing Informa on with Team Members


In the workplace, informa on drives communica on, and communica on, in turn, allows all members
of the organiza on, from entry-level employees to the CEO, to work together to achieve the company's
goals and maximize produc vity. 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. The following chart explains the importance of sharing informa on with team
members in an organiza on:

Build collec ve knowledge and streamline processes

Ul mate form of learning and helps you grow and stay mo vated

Accessible for everyone

Employees get recogni on and a sense of purpose

It limit the skill gap

Helps to retain knowledge

Manage Communica on Barriers Between Employees

Fig. 4.11 Importance of Sharing informa on with team members

4.1.11 Individual and Team goals


Goal se ng is undoubtedly one of the most effec ve mo va onal tools in the organiza on. Almost
every organiza on requires employees to set goals regularly. Even when mes change, con nuously
upda ng and se ng goals is necessary to keep your business on track. 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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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:

Keeps things open and Boosts mo va on


Balance out each
transparent and ensures levels and encourages
other’s strengths and
everyone’s on the same people to achieve
weaknesses
page. more.

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

More flexible and


provides alterna ve
routes

Fig. 4.12 Benefits of Team Goals in an Organisa on

Notes
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4.1.12 Performance Measurement


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. It also
provides a founda on to determine increments and succession plans for the team and the
development of an organiza on.
A comprehensive team performance evalua on process o en consists of different evalua on methods
to help judge a team's performance. Using mul ple techniques can help in ge ng a broader
perspec ve of the areas where a team needs to improve and the steps you can take to support the
team's growth.
The following chart explains the need for employee performance measurement methods:

Provide real- me Enhance employee


Define goals clearly
feedback performance

Improve employee
Spot training and Offer insights on counter-
engagement and
development needs produc ve tasks
reten on

Align individual Transform the workforce


performance with into a strategic
business goals advantage

Fig 4.13 Importance of Performance Measurement

Performance evalua on methods include the following:


1. Peer review: This is one of the strategies that many organiza ons and employee evalua on
so ware use to enhance the tradi onal evalua on process. The peer-review process consists of
anonymous feedback from shi managers, colleagues, teammates, and peers on specific aspects of
team members' performance.
a. It provides a unique prospect to study the team member’s skills and capabili es and help iden fy
individuals’ networking, leadership, occupa onal, and collabora on skills within an
organiza on.
b. This process provides a unique chance to determine each team member's strengths and
weaknesses and use this valuable data to decide succession planning, building teams, and shi
rota ons.

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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

Direct Employee Vendors


Reports

Line
Managers
Customers

Fig.4.14 360-degree Feedback Method

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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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Scan the QR Code to watch the related video

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4.1.1 Significance of Effec ve 4.1.2 Communica on Process
Communica on & Interpersonal skills

youtu.be/kzhBlxxMepI youtu.be/W6Pyk77oF4g
4.1.3 Communica on Barriers 4.1.5 Organiza onal Communica on

youtu.be/3NfWncucFTQ youtu.be/4o6v0XIylzA
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.

2. Goals in each organiza on should be:


a. Specific, monthly, adjustable, realis c, and mely
b. Smart, measurable, ac onable, realis c, and mely
c. Specific, measurable, ac onable, realis c, and mely

3. The following are the types of communica on at workplace, except:


a. Employer – employee
b. Colleagues
c. Stakeholders
d. Customer – friend

4. Which one is not the correct way of verbal and wri en communica on?
a. Short
b. Irrelevant
c. Simple
d. Direct

5. Differen ate between team goals and individual goals.


6. What is effec ve communica on?
7. How language barriers create gaps in workplace?
8. List any two ps for communica ng effec vely with superiors.

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Unit 4.2 Work in a Disciplined and Ethical Manner

Unit Objec ves


At the end of this unit, the trainee will be able to:
1. Explain the importance of work ethics and workplace e que e
2. Explain ways to maintain discipline at the workplace
3. Discuss the importance of following organisa onal guidelines for dress code, me schedules,
language usage and other behavioural aspects
4. Discuss the common reasons for interpersonal conflict and ways of managing them effec vely
5. Explain the common workplace guidelines and legal requirements on non-disclosure and
confiden ality of business-sensi ve informa on

4.2.1 Importance of Work Ethics and Workplace E que e


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. The following figure explains the
standard prac ces and professional code of ethics follow in every organiza on.

Follow organiza on's Be honest in all


rules and regula ons Be Punctual communica ons and
ac ons

Maintain personal Be loyal within the


Keep promises and fulfill
integrity framework of other
commitments
ethical principles

Pursue good Treat everyone with Showcase professional


workmanship respect behavior

Build and protect


organiza on’s
Promote teamwork
reputa on and the
employee's morale

Fig.4.15 Professional Code of Ethics

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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.

Stand straight, Arrive on- me and be


maintain eye contact, Follow proper dress
prepared for important
and smile code
mee ngs

Show respect to co- Keep the space neat and


Avoid Gossip
workers clean

Respect each others’ Don’t come to work


personal space sick

Fig.4.16 Workplace E que es

4.2.2 Managing Conflicts at Workplace


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. Conflict management is a crucial skill that enables an individual to handle
confronta ons tac ully and construc vely. It aims to yield a posi ve result from disputes and
disagreements that occur between people in the workplace and resolve the conflict in a way that
respects everyone's wants and needs. At some point, we need skills for managing conflict in the
workplace. The following ps can help us resolve the conflict or a disagreement in that situa on.

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Do not try to assume


Control your anger by
others' perspec ves. Give
Stay calm during a staying conscious of the
them the opportunity to
conflict situa on and swaying
speak and one must
with the flow
listen

Some mes it is not


Leave the site for a me- Keep an open mind and
necessary to argue. Le ng
being, if the situa on is compromise where
the moment pass shall
hea ng up necessary
avoid the conflict

Mind your language if


Remember, everyone is
you enter an argument.
different and can have a Try to look at the situa on
Never say something
different point of view to from others' point of view
which you may need to
yours
regret later

Determine the way in


which both the par es If the conflict intensifes, let
Do not try to overpower
could be mutually a common lead help
your intent
benefi ed resolve the conflict

Fig. 4.17 Tips for Managing Conflicts

4.2.3 Maintaining Discipline at Workplace


Employee discipline isn't about power or punishment. It is about making the workplace safe and
enjoyable for both employees and management. 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. Documenta on created as a result of the disciplinary process
can also help an employer protect itself if termina on or other adverse employment decision is
required. Here are the ways to maintain workplace discipline in the organiza on while maintaining
employee respect:

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Lead your to help team


Establishing a workplace Get rid of all the
members reach their full
code of conduct distrac ons
poten al with pa ence

Ensure that workplace is


Be considerate of the Come up with a set of
a desirable place for
genera on gap guidelines
working

Allow personal space for


Regularly communicate
Take correc ve ac ons your team members to
with team
work

Fig. 4.18 Tips for Maintaining Discipline at Workplace

4.2.4 Confiden ality in the Workplace


Confiden ality, or not disclosing specific informa on, is essen al in a variety of jobs. Confiden ality is
important for legal and reputa onal reasons, but it is also important because future employment may
be con ngent on it. Some informa on, such as personally iden fiable informa on and 'business
secrets,' is legally protected in several countries. As a result, it is crucial to understand the nature of
confiden ality and how to ensure that employees follow legal or ethical guidelines. Confiden ality
refers to the state of keeping informa on secret or not disclosing it. Following are the type of
informa on that comes under the non-disclosure and confiden ality of business-sensi ve
informa on.

Notes
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Employee Informa on Managerial Informa on


• Includes both informa on about
• Includes the private informa on of
individuals, such as disciplinary ac on, and
employees such as name, address, maiden
also about broad management ac ons
name and so on
such as planned redundancies or
employee rela ons issues

Organisa onal Informa on


Customer or Contact Informa on
• Also known as business informa on or
• Par ally covered by ‘trade secrets’
‘trade secrets’

Professional Informa on
• Informa on about individuals or
organisa ons through their professional
posi on.

Fig. 4.19 Types of Confiden al Informa 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.
_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________

2. List any 3 ways of maintaining discipline at the workplace.


_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________

3. What is conflict management?


_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________

4. Explain confiden ality in the workplace.


_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________

5. How language barriers create gaps in workplace?


_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________

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4.2.2 Managing Conflicts at Workplace 4.2.3 Maintaining Discipline at Workplace

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Unit 4.3 Uphold Social Diversity at the Workplace

Unit Objec ves


At the end of this unit, the trainee will be able to:
1. Describe the process of repor ng grievances and unethical conduct such as data breaches, sexual
harassment at the workplace, etc.
2. Explain the concept and importance of gender sensi vity and equality.
3. Discuss ways to create sensi vity for different genders and Persons with Disabili es (PwD).

4.3.1 Grievance Management


Grievances results in collec ve disputes when they are not resolved mely. Also, this lowers the morale
and efficiency of the employees. Frustra on, employee dissa sfac on, low produc vity, lack of
interest in work, high absenteeism, etc. might be a result of una ended grievances. In short, grievance
arises when the organiza on does not fulfill employees’ expecta ons, resul ng in a feeling of
discontentment and dissa sfac on. This dissa sfac on must have cropped up from employment
issues and not from the personal issues.
A grievance may result from the following factors-
a. Working Condi ons and Safety: These consists of any complaint or grievance that directly addresses
the employees’ work environment. These can include everything from unsafe working condi ons to
difficult and indifferent managers.
b. Unreasonable Management Policies: If employees believe that a par cular policy is unfair or
unreasonable, they will want their concerns addressed. Such policies can include a gap in produc on
standards or over me regula on compliance.
c. Viola ons of Rules and Policies: These are related to any organiza onal rules which the employees
feel are being violated by other workers and/or middle or senior management.
The project manager should immediately iden fy all grievances and take appropriate ac ons to
eliminate the causes of such grievances to achieve employee’s loyalty and commitment to their work.
Thus, effec ve grievance management is an essen al part of personnel management.
For Addressing Grievance, project manager should adopt the following approach to manage grievance
effec vely:
1. Complaint: As soon as the grievance arises, it should be iden fied and resolved. This lowers the
detrimental effects of grievance on the employees and their performance.
2. Acknowledging grievance: Acknowledge the grievance put forward by the employee as a
manifesta on of true and genuine feelings of the employees. Acknowledgment implies that
you are eager to look into the complaint impar ally and without bias. This creates a conducive
work environment with instances of grievance reduced.
3. Gathering facts: Gather relevant and adequate facts that explains the nature of the grievance.
These facts must be recorded to be used at a later stage of grievance redressal.
4. Examining the causes of grievance: The actual cause of resentment should be iden fied.
Consequently, remedial ac ons should be taken to prevent the repe on of the grievance.

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5. Decisioning: A er iden fying the causes of grievance, an alterna ve course of ac on should be


suggested to manage the grievance. The effect of each ac on on the exis ng and future
management policies and procedures should be analyzed, and accordingly, the manager should
take a decision.
6. Execu on and review: The manager should implement the decision quickly, ignoring the fact
that it may or may not hurt the concerned employees. A er implemen ng the decision, a
follow-up must ensure that the grievance has been resolved completely and adequately.
An effec ve grievance procedure ensures a pleasant work environment because it redresses the
grievance to the mutual sa sfac on of the employees and the supervisors.

Fig 4.20 Grievance Addressing Process

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4.3.2 Sensi vity for Person-With-Disability (PwD)


Disabled workers are a part of the diversity in today's workforce. However, being disabled does not
imply that the individual is incompetent or unable to do his/her job. In fact, being disabled simply
means the person has an impairment, which can be anything ranging from physical to psychological.
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.
Listed below are some ps for interac ng and communica ng with people with disabili es.

Speak directly rather than If you offer assistance, wait


through a companion or the Offer to shake hands when un l the offer is accepted.
sign language interpreter introduced. Then listen or ask for
who may be present. instruc ons.

Do not lean against or hang


Address people with
on someone’s wheelchair or Listen a en vely when
disabili es by their first
scooter as people with talking with people who
names only when extending
disabili es treat their have difficulty speaking and
that same familiarity to all
wheelchairs or scooters as wait for them to finish.
others.
extensions of their bodies.

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

Fig. 4.21 Communica ng and Interac ng with PWD

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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Discrepancies in Pay Sexual harassment Racism

Common Gender Disparity in


Stereotypes promo ons

Fig. 4.22 Gender based Issues at Workplace

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

4.3.3 Gender Sensi vity


Gender sensi za on is vital because representa on is important. Representa on of a person and
community advocates equality and adds a sense of inclusion to the previously marginalized
community. For a healthy performance-oriented culture, organiza ons need the correct mix of talent
which is not bound by any gender. More than ever, accountability has become important now,
organiza ons only have today to make the changes that count, as tomorrow they won’t be able to hide
under the pretext of ignorance. Each member of an organiza on seek out to learn and grow at their
workplace, and an insensi ve place of work not only hinders that but also tends to become an
unfriendly workplace. Gender sensi za on is extremely significant as it helps the employees feel
appreciated and cared for within the organiza on. Lastly, for the be erment of society, organiza ons
have got an ethical responsibility in shaping the current structures by breaking the old norms.
Organiza ons that do not emphasize on gender sensi za on usually develop cultures where inequality
and discrimina on becomes normal. This kind of culture leads to a higher a ri on rate, a higher rate of
employee absenteeism, etc. Such policies also propogates the presence of a superior gender.

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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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4.3.4 Rights and Du es at Workplace Concerning PwD


The following chart explains the rights and du es at the workplace with respect to PwD:

Rights Du es

1. To an accessible workplace free of 1. To provide complete and honest


hazards and risks informa on as it relates to the job
2. To complete informa on about the 2. To request reasonable accomoda on
job or assistance if needed
3. To informa on, educa on, training 3. To prac ce safely procedures and use
and safely equipment that reduces equipment to reduce risks to self and
risks and hazards others
4. To equal access to benifits, condi ons 4. To report illness or injury promptly
of employement and promo onal
5. To c o o p o ra t e a n d w o r k w i t h
opportuni es
rehabita on professionals and
5. To special safety procedures and employes in good faith regarding
considera ons that may relate to return to work.
one's disability in case of emergency
6. To use the access and services
6. To be treated with dignity and respect provided to be fully produc ve
7. To special tools and services that be 7. To advocate, educate and collaborate
needed to accomodate a disability on with legel, service and other systems
the job or in the community to meet needs and resolve conflicts

Fig. 4.23 Rights and Du es at Workplace with Respect to PwD

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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
________________________________________________________________________________
________________________________________________________________________________
________________________________________________________________________________

d) Best prac ces for gender sensi vity


________________________________________________________________________________
________________________________________________________________________________
________________________________________________________________________________

e) List down the steps for addressing grievance.


________________________________________________________________________________
________________________________________________________________________________
________________________________________________________________________________

2. Match the following.

Column A Column B

Gender inequality Gender-specific social groups

Listen a en vely Equal access to benefits

Rights at Workplace concerning PwD With hearing disability person to get his
a en on

Tap a person on shoulder Disparity in promo ons

Do not promote While talking with people having difficulty


speaking

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5. Basic Health and


Safety Prac ce

Unit 5.1 Dealing with Workplace Hazards & Risks


Unit 5.2 Fire Safety Prac ces
Unit 5.3 Emergency, Rescue and First-aid Prac ces
Unit 5.4 Effec ve Waste Management Prac ces

ELE/N1002
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Key Learning Outcomes


At the end of this module, the trainee will be able to:
1. Apply health and safety prac ces at the workplace

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Unit 5.1 Dealing with Workplace Hazards & Risks

Unit Objec ves


At the end of this unit, the trainee will be able to:
1. Discuss job-site hazards, risks and accidents
2. Explain the organiza onal safety procedures for maintaining electrical safety, handling tools and
hazardous materials
3. Describe the importance of maintaining appropriate postures while li ing heavy objects
4. Explain various warning and safety signs
5. Describe how to interpret warning signs while accessing sensi ve work areas
6. Elaborate on electronic waste disposal procedures
7. List the name and loca on of concerned people, documents and equipment for maintaining health
and safety in the workplace
8. Explain the importance of good housekeeping

5.1.1 Workplace Safety


Workplace safety is one of the key aspects of any manufacturing business or facility. Ge ng it right can
boost overall opera on performance and lead to growth. On the other hand, pu ng safety at risk can
lead to lost me, money, occupa onal injuries, and even reputa onal damage. Although every
employer is required by law to adhere to workplace safety standards established by governments in
order to ensure the safety of its employees and workers, it must be understood that safety is everyone's
responsibility. Nobody wants to be hurt at work. As a result, employees/workers must be aware of and
strictly follow the safety procedures in place.
Project managers are in a unique posi on because, as project leaders and coordinators, they indirectly
influence health and safety. As safety is an integral part of the workplace, project managers should not
turn a blind eye and, if necessary, issue instruc ons. Project managers discuss health and safety during
the following stages:
1. Planning because of its impact on accessibility and work methods
2. Ini al workplace inspec ons due to the project's immediate environmental impact
3. Onsite mee ngs if the contractor or subcontractors are not addressing it
4. Site inspec ons and discussions as most important aspect of the worksite is health and safety
It is everyone's responsibility, whether the project manager or team member, to keep the workplace
clean, healthy, and safe. Everyone in the workplace must be extremely cau ous and adhere to the
established safety guidelines. The following are the standard prac ces to ensure health and safety in an
organiza on.

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Wear a headscarf or long


Avoid wearing hanging muffler and tucked the long
Take reasonable care of jewellery or loose clothing hair to keep it out of the way
your safety and health if opera ng machinery of appliances or electronic
devices

Co-operate with your Do not meddle or misuse


Ensure not to put co-workers
employer, making sure you anything that is provided in
and other people at risk by
get proper training, and you office premises to help
your ac ons or inac ons
understand and abide by the safeguard health, safety, or
during your work
organisa on’s health and welfare
safety policies

Report any injuries, accidents,


or illnesses you suffer from Follow electric safety measures
during your job

Fig. 5.1 Health and Safety Guidelines

5.1.2 Safety Hazards, Risks and Accidents


A hazard or risk is something or someone that has the possibility of causing, serious harm, damage, or
nega ve health effects. It has the poten al to cause human injury or illness, property damage,
environmental damage, or a combina on of these effects. The figure below depicts the most common
on-site hazards, risks, and accidents:

Notes
__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

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Safety Hazards Physical Hazards Chemical and Dust Hazards

Slips,trips,falls, faulty Radia ons, Noise, Extreme Cleaning Products,Color


equipments etc.. Temperature etc.. Dyes,Pes cides etc..

Biological Hazards Ergonomic Hazards Work Organisa on Hazards


Communicable Diseases, Incorrect Postures,li ing Workload, Stress, Anxiety
insects/pests etc.. etc.. etc.

Fig. 5.2 Hazards and Risks at Workplace

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.

5.1.3 Organiza onal Safety Procedures


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.
When working with machinery, tools and equipment, employees are exposed to a variety of hazards
and risks that can result in a variety of injuries. The following are the most common hazards in handling
tools, hazardous materials and machining work:

Risk of injuries from moving


parts of machinery (e.g.
entanglement, Accidents and injuries from Fire/explosion caused by gas
fric on,abrasion, cu ng, poor illumina on leaks, backfires and flashbacks
crushing, shearing etc.)

Prolong exposure of excessive


Risk of elctrocu on due to loud noise by machines can
faulty electrical components cause noise-induced
deafness(NID)

Fig. 5.3 Machine Hazards

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Par cipant Handbook

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

Place appropriate Be cau ous of conduc ve Look above for electrical


physical barriers around tools and cleaning lines when working
electrical hazards supplies overhead

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

Fig. 5.4 Standard Procedures for Electrical Safety at Workplace

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.

5.1.4 Significance of Maintaining Appropriate Postures While


Li ing Heavy Objects
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.
Li ing loads incorrectly or carrying loads that are either too large or too heavy are common hazards
associated with manually moving materials. Employees who use safe li ing techniques are less likely to
sustain back sprains, muscle pulls, wrist injuries, elbow injuries, spinal injuries, and other injuries as a
result of li ing heavy objects. The following figure explains on safe li ing and material handling at
workplace.

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Par cipant Handbook

Keep loads as close to the body as


When li ing heavier or awkward possible and avoid twis ng while
loads, use mechanical means Before using a forkli , make sure li ing, carrying, or se ng down a
(e.g., hand trucks, pushcarts, to have proper training and load. The nose, shoulders, hips, and
etc.). authoriza on. toes should all be poin ng in the
same direc on.

Get assistance as needed. Li or Plan ahead of me for all aspects of


Reduce your reaching. Bend at the li , including li ing, carrying,
carry anything that makes you
the knees, not the hips, as a and lowering. While li ing, try to
uncomfortable, no ma er how
general rule. use proper handholds.
light the load is.

If an item lacks a good handhold,


consider alterna ves such as Wear personal protec ve
placing the item in a container equipment, such as gloves with a For frequent and/or heavy li ing,
with good handholds, crea ng a good grip and steel-toed boots, use rest breaks and job rota on.
safe and proper handhold with an as needed.
appropriate tool, and so on.

Place the items to be li ed within


the "power zone." The power
zone is close to the body,
between the person doing the
li ing's mid-thigh and mid-chest.

Fig. 5.5 Tips for Maintaining Appropriate Postures While Li ing Heavy Objects

5.1.5 Warning and Safety Signages


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. Safety signs help to communicate important instruc ons, reinforce safety
messages, and provide emergency instruc ons. Workplaces that lack the necessary safety signs not
only violate safety regula ons but may also face he y fines and regulatory ac on if they are audited by
legal authori es. If an accident occurs and it is determined that proper safety signs were not present,
the employer or other responsible par es could face legal consequences. It is essen al to know the
meaning of safety signs. Such signs warn us of danger and allow us to take precau ons to keep safe.
There are four main types of safety signs:

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Project Manager-Electronics

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:

S. No. Signage Message

1. Basic floor sign to stop moving ahead

2. Stop Look Out for Forkli s

3. Eye safety warnings

4. Fire exit sign

5. Authorized personnel only

6. Fire hose no fica on

7. Cau on signage

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Par cipant Handbook

S. No. Signage Message

8. Cau on signage

9. Wet floor warning

10. Watching out for step

11. Water-saving signage

Table. 5.1 Safety & Warning Signages

5.1.6 Electronic Waste Disposal Procedures


E-waste is an abbrevia on for electronic waste. That is, waste produced by broken, obsolete, or surplus
electronic devices. It is also referred to as e-scraps. These electronics frequently contain toxic chemicals
and hazardous materials. And if it is not disposed of properly, it can result in the release of toxic
substances into our environment. The reprocessing and re-use of these electronic wastes are referred
to as e-waste recycling. It is straigh orward. It is a method of recovering material from electronic waste.
This allows you to incorporate them into new electronic products. These electronic wastes can take the
form of household appliances such as air condi oners, televisions, electric cookers, air condi oners,
heaters, DVDs, fans, microwaves, and radios. They can also take the form of informa on technology
equipment such as computers, laptops, mobile phones, ba eries, hard discs, circuit boards, and
monitors. E-waste recycling is one of the most discussed issues in the world today due to its poten al to

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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.

Step 1: Collec on and Transporta on


• This is the first stage of e-waste recycling. Recyclers set up take-back booths or collec on bins in specific
loca ons. When these bins are full, recyclers transport the e-waste to recycling centers and plants.

Step 2: Shredding and Sor ng


• A er collec ng and transpor ng the e-waste, the next step is to shred and sort it. Shredding is the process of
breaking down e-waste into smaller pieces for proper sor ng. These ny prices are sorted by hand and then
manually dismantled. This is typically labor-intensive because waste items are separated at this stage to retrieve
different parts.

Step 3: Dust Removal


• The ny waste par cles are evenly distributed on the conveyor belt by a shaking process. The uniformly
distributed e-waste is then further broken down. The dust is extracted and disposed of in an environmentally
responsible manner at this point. There is no environmental degrada on in this manner.

Step 4: Magne c Separa on


• Following that, a powerful overhead magnet aids in the separa on of steel and iron from other wastes. It has
successfully recycled the steel from the waste stream in this manner.

Step 5: Water Separa on


• Water separa on technology is used to separate the glass from the plas c.

Step 6: Purifica on of Waste Stream


• The next step is to locate and extract le over metals from plas cs to further purify the waste stream.

Step 7: Preparing Recycled Materials For Sale


• The last step is to prepare recycled materials for sale. The materials are separated here for sale as raw materials to
manufacture new electronics.

Fig. 5.6 Standard Process of Electronic Waste Disposal

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5.1.7 List of Concerned Authori es, Documents and


Equipment for Workplace Health and Safety
It is simply a huge task for a single person to be solely responsible for workplace health and safety. As a
result, the health and safety execu ve (HSE), legal bodies, business owners, managers and
supervisors, contractors, and employees at all levels in a company all share equal responsibility.
However, this does not imply that responsibili es are distributed evenly. Staff in various roles will have
varying health and safety responsibili es. Employers, for example, bear more responsibility than their
employees because they are held accountable for their employee's safety and well-being. They are
required by law to protect their employees and anyone else who may be harmed by their business,
including customers, visitors to the workplace, temporary workers, and contractors. Employers must
perform the following du es in order to meet their health and safety obliga ons:

Carry out risk assessments Consult employees about


and method statements Select suitable contractors
health and safety

Create wri en health and Communicate health and Display the approved health
safety policies safety informa on and safety poster

Provide safety equipment Provide effec ve health


and PPE and safety training for staff

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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Issues can be related to:


1. Personal hygiene
2. Handling of food and beverages
3. Storage and Work area
4. Suitable dress and personal protec ve equipment and clothing
5. Cross-contamina on
6. Machinery, tools, and equipment
7. Inappropriate handling and disposal of garbage
8. Cleaning and sani zing
List of documents for maintaining workplace health and safety
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.
1. Method Statements - Method statements include informa on such as project start and end dates, a
project descrip on, and all poten al hazards associated with the project. Emergency procedures
and guidelines for monitoring are also included.
2. Risk Assessment – Risk assessment documents serve as a strategic tool for planning for and
responding to specific workplace risks. These documents help to raise awareness of hazards, iden fy
specific people who may be at risk and note ways to eliminate or control that risk.
3. Near Miss Reports - A near-miss report is a document that details a problem or issue that occurred
at work that had the poten al to injure or harm someone. This usually happens when a break in a
chain of events prevents harm or damage from occurring. This type of safety document is similar to
an accident/incident inves ga on report in which the accident did not occur but could have.
4. Equipment and Machinery Inspec on Reports - These reports detail when specific equipment or
machinery was inspected, who inspected it, and what they discovered. Regular inspec on reports
also help to ensure that employees are using up-to-date and safe equipment.
5. Emergency Ac on Plan - These plans provide clear, detailed instruc ons on how people in a building
should behave in the event of a specific disaster. Emergency ac on plans provide a comprehensive
overview of all poten al disasters, including fires, tornadoes, earthquakes, floods, and explosions.
6. Personal Protec on Equipment Manual - This manual assists both employers and employees in
doing the following:
a. Understand the various types of PPE.
b. Understand the fundamentals of conduc ng a "hazard assessment."
Personal Protec ve Equipment
Every worker at workplace is responsible for their safety as well as the safety of their coworkers. A
person must take different precau ons for different situa ons to avoid accidents and hazards. To begin,
everyone on the job site must wear Personal Protec ve Equipment (PPE) for their safety.

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Fig. 5.8 PPE

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

Fig. 5.9 Types of Personal Protec ve Equipment

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5.1.8 Significance of Good Housekeeping at Workplace


Effec ve housekeeping assists in the control or elimina on of workplace hazards. Poor housekeeping
prac ces frequently contribute to incidents. If the presence of paper, debris, clu er, and spills is
accepted as normal, other, more serious hazards may be overlooked. Cleaning is only one aspect of
housekeeping. It entails keeping work areas neat and orderly, keeping halls and floors free of slip and
trip hazards, and removing waste materials (such as paper and cardboard) and other fire hazards from
work areas. It also necessitates paying close a en on to details such as the overall layout of the
workplace, aisle marking, the adequacy of storage facili es, and maintenance. Good housekeeping is
also a fundamental component of incident and fire preven on. Effec ve housekeeping is a con nuous
process, not a one- me event. Effec ve housekeeping is a con nuous process; it is not a one- me or
sporadic clean-up. Periodic "panic" clean-ups are both costly and ineffec ve in terms of incident
reduc on.

Fewer tripping and


Reduced handling to slipping incidents in work
Reduced fire hazards
facilitate material flow areas that are free of
clu er and spills

Reduce worker exposure Improved tool and


Cleaner and more
to hazardous materials material control,
efficient equipment
(e.g. clouds of dust, including inventory and
maintenance
vapors) supplies

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

Increased produc vity


(tools and materials will
be easy to find)

Fig. 5.10 Significance of Good Housekeeping at Workplace

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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.

S.No. Japanese English Defini on


Words Transla on

1 Seiri Sort Sor ng means keeping only the


essen al items required in the
workplace and removing all the
nonessen al items.

2 Seiton Set in order Ensures that all the items are


organized and placed logically to
make the task easier and convenient
for the worker.

3 Seiso Shine Efforts to keep the orderly workplace


area clean and maintain rou ne tasks
are involved, like dus ng, mopping,
and maintenance of machinery,
tools, and other equipment.

4 Seiketsu Standardize Create a set of standards for


organiza on and processes where
rules are made for how 3S will be
maintained and when these tasks will
be performed.

5 Shitsuke Sustain Sustain new prac ces and conduct


audits to maintain discipline. Th2is
means the previous four S's must be
con nued over me. This is achieved
by developing a sense of self-
discipline in employees who will
par cipate in 5S.

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

Answer the following ques ons:


1. Explain poten al risks and hazards at the workplace.
_________________________________________________________________________________
_________________________________________________________________________________

2. Explain the benefits of 5S principles.


_________________________________________________________________________________
_________________________________________________________________________________

3. Explain any two types of Personal Protec ve Equipment.


_________________________________________________________________________________
_________________________________________________________________________________

4. List the ways for maintaining appropriate postures while li ing heavy objects.
_________________________________________________________________________________
_________________________________________________________________________________

5. Discuss the importance of good housekeeping at workplace.


_________________________________________________________________________________
_________________________________________________________________________________

6. List of documents for maintaining workplace health and safety.


_________________________________________________________________________________
_________________________________________________________________________________

7. What is PPE?
_________________________________________________________________________________
_________________________________________________________________________________

8. Write a short note on organiza onal safety procedures.


_________________________________________________________________________________
_________________________________________________________________________________

Fill in the blanks:


1. To raise a ____________________ with the concerned authori es, construc ve steps should be taken
immediately to resolve the problem.
2. _______________________ is one of the key aspects of any manufacturing business or facility. Ge ng
it right can boost overall opera on performance and lead to growth.
3. As safety is an integral part of the workplace, ____________ should not turn a blind eye and, if
necessary, issue instruc ons.
4. _____________________ has the poten al to cause human injury or illness, property damage,
environmental damage, or a combina on of these effects.

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5. An ___________________________ is a step-by-step instruc on manual for carrying out a work


procedure.
6. Li ing heavy objects is one of the leading causes of _________________.
7. The purpose of __________________ is to iden fy and warn employees who may be exposed to
various hazards.
8. _________________ is one of the most discussed issues in the world today due to its poten al to
reduce environmental hazards and pollu on.
9. _____________________ bear more responsibility than their employees because they are held
accountable for their employee's safety and well-being.
10. _________________ documents assist in controlling risks and communica ng safe working
procedures.
Choose the correct answers (MCQ)
a) The way of protec ng individuals’ well-being of health is classified as:
1. Safety
2. Health
3. Adverse Situa on
4. Security
b) What are the most common risks in the workplace?
1. Risk of electrocu on
2. Risk of injuries from faulty equipment
3. Being hit by falling objects
4. All of the above

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Unit 5.2 Fire Safety Prac ces

Unit Objec ves


At the end of this unit, the trainee will be able to:
1. List the types of fire and fire ex nguishers

5.2.1 Fire Safety


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. Following are the standard prac ces for
fire safety at workplace.
1. Follow the emergency instruc on in case of fire
a. Ac vate the ALARM.
b. Evacuate the area.
c. Call the fire department.
d. Stay Calm
2. Fight the fire only if:
a. You know-how.
b. The fire is small.
c. You are confined to the area where it started.
d. You have a way out.
e. You can work with your back to the exit.
f. You have the right type of ex nguisher.
g. You feel confident that you can operate it effec vely.
3. Do not fight the fire if:
a. You have any doubts about figh ng it.
b. It is spreading beyond the area where it started.
c. It could block your escape route.

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4. Precau ons to be taken during the fire:


Following precau ons are to be taken in case of fire –
a. Switch off the main switch.
b. Snuff the fire by throwing dry sand on it.
c. Make sure that the fire ex nguisher is opera onal and not expired.
d. Do not use water to ex nguish an electrical fire.
e. Know the loca on of emergency exits and procedures.
Fire can be prevented by following these do’s and don’ts at the workplace

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.

Table. 5.3 Do’s and Don’ts of Preven ng Fire

Notes
__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

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5.2.2 Fire Ex nguishers


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. The following figure represents the
different classes of fires:

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

Fig. 5.11 Types of Fire

Carbon Wet Fire


Water Foam Dry Powder
Dioxide Chemical Blanket

Smother Cool and Smother Cool and Smother


Cools Only Smothers Only Smothers Only

Fig. 5.12 Types of Fire Ex nguishers

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Fig. 5.13 Using a Fire Ex nguishers

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___________________________________.

Answer the following ques ons:


1. Explain various types of fire and fire ex nguishers.
_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________

2. Write a short not fire safety.


_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________

3. Explain do’s and don’ts of preven ng fire.


_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________

4. List the precau ons to be taken during the fire.


_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________

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Unit 5.3 Emergency, Rescues and First-aid Prac ces

Unit Objec ves


At the end of this unit, the trainee will be able to:
1. Describe different ways of preven ng accidents at the workplace

5.3.1 Different Ways of Preven ng Accidents/Hazards at the


Workplace
ISO 45001 is an interna onal standard for health and safety at work developed by na onal and
interna onal standards commi ees of government. An Occupa onal Health and Safety Management
System (OHSMS) is a fundamental part of an organiza on's risk management strategy.
Implemen ng an OHSMS enables an organiza on to:
a. Protect its workforce and others under its control
b. Comply with legal requirements
c. Facilitate con nual improvement
The following figure explains different ways/methods to control hazards and prevent accidents at the
workplace:

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.

Fig 5.14 Steps to Control Hazards and Prevent Accidents

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5.3.2 Emergency Procedures to Deal with Electric Shock and


Accidents
When a person somehow comes in contact with the live wire and gets shocked and faints, the following
are the steps to be undertaken immediately as a first aid to save his/her life:

Responsibili es Descrip ons

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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Responsibili es Descrip ons

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.

Table. 5.4 Emergency Procedures to deal with Accidents

5.3.3 Safety Mock Drills


Safety is a priority to provide a safe working environment. Efforts should be taken to reduce the scale &
probability of hazards. However careful we can be, hazards may s ll occur. Effec ve ac on has been
possible in the emergency. In dealing with such emergencies, effec ve ac on is likely a pre-planned and
prac ced procedures for dealing with such emergencies.
What is a Mock Drill?
Mock Drill is a situa on in which a fake emergency is announced, and workmen are asked to follow an
emergency evacua on plan. This allows the workman to get familiarized with the emergency and act
according to plan. Mock drills for chemical accidents and firefigh ng drills should be organized at
regular intervals at the sites.
At the me of emergency evacua on, one must:
1. Raise the alert by crushing the glass cover of the closest break-glass alarm unit.
2. Be calm and composed.
3. Switch off all electrical apparatus except lights.
4. If possible, shut doors around the fire area to stop it from spreading.
5. Leave the building/site area immediately.
6. Follow the evacua on queue.
7. Give first preference to the physically disabled, expectant mothers, and the elderly
8. If it's dark and smoky, get down on your hands and knees and crawl to the nearest exit by coun ng
the number of doors. If manageable, cover your nose with a wet towel or handkerchief.
9. Be acquainted with the hot exit door and pay a en on to the thick smoke in the staircase. If the
stairs are free from smoke, follow the direc onal signs and handrails.
10. Gather at the designated assembly point.
11. Do not re-enter the building un l the signal is given
12. Max. me for evacua on should be 2.5 to 3.0 minutes.

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5.3.4 Procedure for Repor ng Accidents and Hazards


The essen al responsibili es of an individual for repor ng hazards and accidents are:
1. The people responsible for health and safety at the workplace;
2. The name, designa on, and loca on of the person responsible to contact at the me of emergency
Addi onally, an individual should also be adept in wri ng accident reports. An accident report needs to
include all the essen al informa on about the incident or near-miss. The report-wri ng process begins
with facts and ends with recommenda ons for preven ng future accidents.
An accident report involves four steps:

Gathering Facts: Collect and note all the facts, including –


• Date, me, and loca on of the accident
• Names, job tles, workers, and immediate supervisors involved
• Events leading up to the accident
• Job that the worker was handling at the me of the accident
• Names of employee who witnessed the accident
• Surrounding condi ons (e.g., greasy floor, insufficient ligh ng, noise, etc.)
• Circumstances at the me of the accident (including tasks, equipment, tools, materials, etc.)
• PPE worn by the worker at the me of the accident
• Injuries that occurred (name of the injured body part and characteris cs and extent of injuries)
• Type of treatment for injuries (first aid, if given)
• Damage to equipment, materials that the worker was working on or any other equipment or material around it.

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.

Analysing: Analyse the causes of the accident. Causes include:


• Primary cause (e.g., a slip and fall from a ladder)
• Secondary causes (e.g., an employee not wearing appropriate goggles or helmet)
• Other contribu ng factors (e.g., poor ven la on).

Recommending: Recommenda ons for correc ve ac on might include


immediate as well as long-term correc ve ac ons such as:-
• Training on safe work prac ces
• Preven ve maintenance exercises that keep equipment in excellent working condi on.
• Assessment of job techniques with a proposal for changes.
• Conduc ng a job hazard analysis to evaluate the task for any other hazards and then train employees on these
hazards.
• Engineering changes that make the task safer or administra ve changes that might include changing the way the
job is performed.

Fig. 5.15 Accident Report Procedure

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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?
_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________

2. Explain emergency procedures to deal with electric shock and accidents.


_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________

3. Write a short note on safety mock drills.


_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________

4. Discuss the process of repor ng accidents and hazards.


_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________

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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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Project Manager-Electronics

Unit 5.4 Effec ve Waste Management Prac ces

Unit Objec ves


At the end of this unit, the trainee will be able to:
1. List the common sources of pollu on and ways to minimize it
2. Describe the concept of waste management and methods of disposing hazardous waste
3. Explain the importance of efficient u liza on of water, electricity and other resources
4. Describe the process of disposal of hazardous waste

5.4.1 Workplace Pollu on


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. The most
common type of exposure is workplace air pollu on. This includes workplace hazards from airborne
pollu on or the presence of hazardous substances in the workplace indoor air as gases (fumes) or as
par culate ma er ( ny par cles - dust) dispersed in the air. Other modes of exposure include skin
contact, inges on, and/or injec on.

Iden fying and avoiding Not ea ng or drinking the


Good Air Ven la on direct contact with presence of toxic or
corrosive or toxic hazardous materials,
materials,

Effec ve Waste Effec ve cleaning and


Wearing protec ve gear
management prac ces at hygiene prac ces among
as and when required).
workplace the employees

Re-use and Recycle Carpool or using public


No to plas c bags
transport

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Par cipant Handbook

Turn off all electronics


Water conserva on Proper disposal of
and office equipment
prac ces hazardous waste
when leaving workplace

Plant more trees and


Choose cleaner, non-toxic encourage green and
raw materials sustainable
manufacturing

Fig. 5.16 Various Ways to Minimize Pollu on

Notes
__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

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5.4.2 Effec ve Waste Management


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 Genera on

Waste Collec on

Iden fica on

Waste Segrega on and Sor ng

Recycle Waste Non-Recycle Waste

Waste Transporta on Waste Transporta on

Recycle Sta on Market Landfill

Fig 5.17 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.
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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Par cipant Handbook

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

Exchanging waste Supply chain

Fig 5.18 Waste Minimiza on

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.

Fig 5.19 Waste Segrega on

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Project Manager-Electronics

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.

Fig 5.20 Dry &Wet Waste Bins

Recyclable Waste Non-Recyclable Waste

Recyclable waste is renewable. The waste Non-recyclable waste commonly includes


material can be reused or converted into new materials that can be easily degraded in
products or raw material, like paper, nature. For example, fruit shells, vegetable
corrugated cardboard, glass, plas cs container leaves, food le overs, flowers and leaves, etc.
and bags, hard plas c, metal, wood products, it also includes cigare e end, muck, coal,
e-waste, tex le, etc. cinder, construc on waste, and paint waste
which do not have big value a er being
discarded.

Table 5.5 Recyclable and Non-Recyclable Waste

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Par cipant Handbook

The most commonly used methods of waste disposal are:

Landfill Incinera on Waste Compac on


It is a man-made method of It is a waste treatment method
that involves the combus on of It is the process of compac ng
disposing of solid and hazardous waste in order to reduce its
waste on land. organic substances found in
waste materials. size.

Biogas Genera on Compos ng Vermicompos ng


It is a renewable fuel that is It is the natural process of It is the process by which worms
created through the breakdown decomposing and recycling are used to convert organic
of organic ma er. It can be used organic material into a humus- materials (usually wastes) into a
for vehicle fuel, hea ng, and rich soil amendment. humus-like material known as
electricity genera on. vermin-compost.

Fig 5.21 Methods of Waste Disposal

Notes
__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

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5.4.3 Hazardous Waste Management


Hazardous waste is defined as waste that poses significant or poten al risks to public health or the
environment. Characteris c hazardous wastes are materials that have been proven or tested to have
one or more of the following hazardous proper es:
1. Ignitability
2. Reac vity
3. Corrosively
Following are the impact of various hazardous material on the manufacturing process:

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

Possible injuries and Possible damage of


equipment and machinery Low produc vity
illness among the workers

Material and resources Loss of me, money and Economic consequences


wastage goodwill of recall and outbreak

Fig 5.22 Impact of Hazardous Material in Produc on Process

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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Par cipant Handbook

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

5.4.4 Material U liza on


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.
The reuse of wear parts and components is also part of material efficiency, extending the life me of
machinery, components, and spare parts through recondi oning. Material efficiency includes new
product innova ons to replace previous products that consume greater amounts of raw materials.

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Project Manager-Electronics

5.4.5 Energy Conserva on Prac ces


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. This
can be accomplished by evalua ng energy end uses e.g., ligh ng, processing equipment, and hea ng,
air condi oning, and ven la on, HVAC systems, and by implemen ng measures to reduce the total
amount of energy consumed for one or more of the end uses. The following exhibit suggests a few
steps which can be followed for achieving energy efficiency and consump on.

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.

Regular cleaning and planned maintenance of the electrical and mechanical


equipment will go a long way towards op mising its performance and lifespan, which
can translate to energy efficiency savings.

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.

Insula on acts as a barrier against temperature shi s. By installing insula on in the


roof, and walls of your workspace, you can reduce the amount of energy needed to
maintain room temperature during heat loss and heat gain.

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.

Use LED lights which are more energy efficient.

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Par cipant Handbook

Use natural airflow where possible to avoid usage of cooling systems.

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.

Create awareness on importance of energy consump on among the


employees

Fig 5.23 Energy Conserva on Prac ces

5.4.3 Water Conserva on Prac ces


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. We are already well aware of
the financial costs of inefficient water use. Conserva on of this natural resource is cri cal for the
environment — and our wallets.

Fig 5.24 Water Conserva on Prac ces

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Project Manager-Electronics

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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Par cipant Handbook

• 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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Project Manager-Electronics

Notes
__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

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Scan the QR Code to watch the related video

youtu.be/nL354fxAfBk youtu.be/rSzXa2w9-dU
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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Par cipant Handbook

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.

Answer the following ques ons:


1. Differen ate between recycle and non-recycle waste.
_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________

2. Explain waste elimina on.


_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________

3. Name any methods of waste disposal.


_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________

4. List various ways to minimize pollu on at workplace


_________________________________________________________________________________
_________________________________________________________________________________
______________________________________________________________________________

Match the following:

Column A Column B

Energy Conserva on Prac ces Strains and sprains from li ing loads

Water Conserva on Prac ces Reuse of wear parts

Poten al injuries occurs during moving of Shut off machinery when not in use
materials manually

Material efficiency Turn off the tap when it is not necessary

Write a short note on:


a) Hazard Waste Management
b) Material U liza ons
c) Energy Conserva on Prac ces

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ANNEXURE - QR Codes
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Chapter - 1 Unit 1.1 Roles 1.1.1 Introduc on to 8 youtu.be/B7


Bridge and Electronic MZ5_kQ75w
Module Responsibili e Industry
s of a Project
Manager

1.1.2 Roles and youtu.be/KG5clt


Responsibili es HpbYs
of a Project
Manager

1.1.3 Various
Employment youtu.be/CSoub
Opportuni es Y-WM5s
for Project
Manager

Chapter 2 Unit 2.1 Carry 2.1.1 Crea ng youtu.be/UQP5


27
Carry out out Project Business Case MmCAQ3Y
project Ini a on
ini a on and
planning

2.1.2 Project Scope youtu.be/QDLk2


Statement and QIuJkg
Determining
the
Deliverables

2.1.3 Significance of youtu.be/Crzo6


Iden fying HnGPO4
Project Risks
and its
Solu ons

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Charter U42IO6g

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out Project Breakdown k9CGDY
Planning Structure

2.2.2 Es ma ng youtu.be/rN0Fr
Dura on, Cost DpQNUk
& Resources for
Project

2.2.4 Importance and youtu.be/w2kO


Process of qmaSJj8
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Con ngency
Plan

2.2.6 Planning youtu.be/WNW


so ware Tools SQOynrl0
for Time-Bound
Scheduling and
Cri cal Tasks

Unit 2.3 2.3.1 Process of 42 youtu.be/akj4R


Par cipate in Planning and 1xZHzA
Resource Procuring
Planning and Project
Procurement Resources

Unit 2.4 Obtain 2.4.1 Process of 47 youtu.be/Do8iy


Necessary Obtaining kQKMfU
Approvals Necessary
Approvals

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Chapter 3 Unit 3.1 3.1.1 Importance of 70 youtu.be/LO


Carry out Manage Conduc ng the CkV-mENq8
execu on, Project Kick-Off
monitoring, Execu on Mee ng
control and
closure of the
project 3.1.2 Assigning Tasks, youtu.be/zPtI8q
Se ng 9gvX8
Deadlines and
Availability of
Necessary
Resources

youtu.be/2CggV
3.1.4 Maintaining
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with
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3.1.6 Process of youtu.be/lV1s5


Analysing Data NQWN_A
and Reports

3.1.7 Appropriate youtu.be/D7Jx1


Verifica on ob1sPg
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Changes in
Scope, Schedule
and Costs

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Timelines

youtu.be/4-
3.1.11 Standard
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Effec ve Site,
Logis cs and
Infrastructure
Management

Unit 3.2 3.2.1 Project Planning 82 youtu.be/HWeU


Monitor and Parameters b1VMgJg
Control Project

3.2.2 Appropriate youtu.be/3ltc-h-


Project S9mQ
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youtu.be/RS4dj
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and
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youtu.be/18cN8
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Management
Prac ces

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Project Manager-Electronics

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youtu.be/Su
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Unit 3.3 Carry 3.3.1 Importance of 94 youtu.be/C0p5f


Out Project Delivering SNLW8Q
Closure Project on
Time

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

4.1.3 Communica on youtu.be/kzhBlx


Barriers xMepI

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4.1.5 Organiza onal 113


youtu.be/W6
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Emo ons at ncucFTQ
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Structure XIylzA

youtu.be/dAF4b
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in a Disciplined Conflicts at V9jGIE
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Manner

4.2.3 Maintaining youtu.be/qv2nx


Discipline at VXXD8I
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126
Uphold social Management A72yA87I
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4.3.3 Gender youtu.be/YiX1n


Sensi vit bDK9xo

Chapter 5 Unit 5.1 5.1.1 Workplace 148 youtu.be/4bkr5l


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154
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Emergency, of Preven ng hXXndk
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Effec ve Waste Management fxAfBk
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Par cipant Handbook Project Manager-Electronics

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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