managing projects and operations · 2019. 12. 16. · managing projects and operations cluster...

BSB42015 - Certificate IV in Leadership and Management (Managing Projects and Operations) Book of Readings

© 2016 MRWED Training and Assessment Version 1.1 (16/06/2016)

Managing Projects and Operations

BOOK OF READINGS Version 1.1 (15 June 2016)



How this book works This Book of Readings has three sections: Intention, Extension and Retention

INTENTION

This is the content that we “intend” to cover as part of the training. This content forms part of the requisite information needed to complete this unit. This section includes key concepts, definitions and examples to support the learners through the material and is arranged in the order of the delivery.

EXTENSION This section provides more in-depth explanations of the key course content. It includes additional readings, references and examples to extend and elaborate upon the initial learning. It provides an enduring resource for future referral and use.

RETENTION

This section is designed for you to reflect upon your own learning and add any action items that will help you transfer the concepts and techniques learned in the course to your own settings. This may include tips, tricks, templates or websites to review.

This Book of Readings is copyright. Apart from any fair dealing for the purposes of private study, research, criticism or review, as permitted under the Copyright Act, no part may be reproduced by any process without the written consent of the copyright owner. © 2016 MRWED Training and Assessment ABN 97 126 082 376



Managing Projects and Operations Cluster

BSBMGT401 Implement Operational Plan

BSBPMG522 Undertake Project Work

BSBWHS401 Implement and Monitor WHS Policies, Procedures and Programs to meet Legislative Requirements

The units in this cluster focus upon managing and monitoring Projects, Operations and Safety Arrangements.



CONTENTS INTENTION ........................................................................................................................ 5 Operational Planning ......................................................................................................... 6

What is an Operational Plan? ................................................................................. 6 Operational Plan vs Strategic Plan .......................................................................... 7 Five Stages to an Operational Plan .......................................................................... 8 Performance Monitoring Systems ........................................................................... 9 Performance Monitoring Tools ............................................................................. 10 Role of Recruitment, Selection and Induction ....................................................... 11 Problem Solving Techniques ................................................................................. 12 Sample Operational Plan ...................................................................................... 13

Project Management ....................................................................................................... 14 What is a Project? ................................................................................................ 14 Project Life-Cycle .................................................................................................. 15 Projects v’s Normal Operations – what’s the difference? ...................................... 15 Project Management Tools ................................................................................... 16 Documents and other sources of information to define parameters ....................... 20

Typical Project Risks and Actions to Manage them ................................................ 21 Project Reporting ................................................................................................. 24 Project Charter Template ..................................................................................... 26

Work Health and Safety (WHS) ........................................................................................ 28

WHS responsibilities for managers/supervisors .................................................... 28

Ensuring Access to Information............................................................................. 30

Key WHS Provisions .............................................................................................. 31

What is a Hazard? ................................................................................................ 32

Common Hazards ................................................................................................. 33

What is a Risk? ..................................................................................................... 34

Risk Assessment ................................................................................................... 34

Hierarchy of Controls............................................................................................ 35

Hazard Checklist Example ..................................................................................... 36

EXTENSION ...................................................................................................................... 37

Operational Planning ............................................................................................ 38

Performance Monitoring Tools ............................................................................. 40

Project Management ............................................................................................ 42

WHS Considerations ............................................................................................. 42

WHS Policies and Procedures ............................................................................... 43

Physical Hazards ................................................................................................... 43

Biological Hazards ................................................................................................ 44

Ergonomic Hazards ............................................................................................... 44

Chemical Hazards ................................................................................................. 45

Work Organisational Hazards ............................................................................... 45

RETENTION...................................................................................................................... 47 ACTION ITEMS ................................................................................................................ 48 TRAINING EVALUATION SHEET ........................................................................................ 49



INTENTION



Operational Planning

“Most businesses don’t plan to fail but they do fail to plan”

Organisations are like a ship in the open seas:

It is important to know where we are going. It is important to have a map that will show us the way to our

planned destination. We need a rudder in order to control the direction of our boat. We need strong sails to take advantage of the prevailing winds to

propel our boat forwards. We need a mechanism to monitor where we are in relation to

where we want to go (navigational equipment or the stars!). As a frontline manager, team leader or supervisor you need to clearly define what it is that the operations are trying to achieve, what are the barriers, what resources will be required and what is to be done to achieve the plans.

What is an Operational Plan?

An operational plan focuses on day to day business operations and details what has to be completed to achieve overall objectives such as:

Production targets or quotas Staffing plan / rosters / rotations Resourcing equipment, materials, and consumables.



Operational Plan vs Strategic Plan

It is important to understand the difference between an "operational plan" and a "strategic plan". The strategic plan is about setting a broad direction for the organisation, devising goals and objectives and identifying a range of strategies to pursue, so that the organisation might achieve its goals. Whereas, the operational plan provides more detailed information to direct people to perform the day-to-day tasks required in the running the organisation. The Operational Plan provides the what, who, when, how and how much:

what - the strategies and tasks that must be undertaken who - the persons who have responsibility for each of the

strategies/tasks when - the timelines in which strategies/tasks must be completed how – the benchmarks which help to measure where

strategies/tasks are completed at the right standard how much - the amount of financial resources provided to complete

each strategy/task

Strategic Plan Operational Plan

A general guide for the management of the organisation

A specific plan for the use of the organisation's resources in pursuit of the strategic plan.

Suggests strategies to be employed in pursuit of the organisation's goals

Details specific activities and events to be undertaken to implement strategies

Is a plan for the pursuit of the organisation's mission in the longer term (3 - 5 years)

Is a plan for the day-to-day management of the organisation (one year time frame)

A strategic plan enables management to formulate an operational plan.

An operational plan should not be formulated without reference to a strategic plan

The strategic plan, once formulated, tends not to be significantly changed every year

Operational plans may differ from year to year significantly

The development of the strategic plan is a responsibility shared and involves different categories of stakeholders.

The operational plan is produced by the chief executive and staff of the organisation.



Five Stages to an Operational Plan

Physical resources: Physical resources are the material assets that a business uses in conducting its operations. This includes items such as buildings, plant and equipment, materials and furniture. Human resources: Human resources relate to the personnel (employees, contractors, volunteers) who carry out the day-to-day tasks of the business. Human resource planning should reflect the supply and demand of labour. Provisions should also be made for future staffing needs, based on projected growth. Financial resources: Financial resources are the funding source of the operation and refers the money available to a business for spending in the form of cash, liquid securities and credit lines.

Set timeframes: A timeframe is the specified duration of time used (or planned to use) for a particular task, action, project or activity. Setting timeframes supports the completion of operations within the required periods. Set performance indicators: A performance indicator is a measure used to match actual performance against a desired target. Performance indicators can reflect quantity, quality, revenue, cost and speed. Indicators can measure efficiency (how well inputs are being transformed to outputs), effectiveness (the degree to which a desired outcome is achieved) and activity (amount of inputs used or outputs generated).

1.

Allocate Physical

Resources

2.

Allocate Human

Resources

3.

Allocate Financial

Resources

4.

Set Timeframes

5.

Set Performance

Indicators



Performance Monitoring Systems

There are a number of performance monitoring systems that could be used:

Process monitoring/ physical progress monitoring In process monitoring, routine data is collected and analysed in order to establish whether the operational tasks and activities are leading towards the intended results. For example, in a sales environment, this could include reviewing data on calls made, sales conversions and the average value of each transaction by salesperson.

Technical monitoring Technical monitoring concerns itself with the health of individual pieces of equipment or software. It focuses on determining whether the organisation has the functional ability to carry out the tasks with the equipment it uses. For instance, if there is increased equipment breakdown, this will impact on productively and could put organisational goals in jeopardy.

Assumption monitoring All operations have working assumptions which have to be clearly outlined in the operational plans. These assumptions could determine operational success or failure, but are out of the control of the organisation. For instance a lawn care business may assume that there are 100 rainy days a year and then plan their operations around these variable. However, if it is a particularly ‘wet’ year, they will have to adjust their strategies and plans.

Financial Monitoring Like the name suggests, financial monitoring simply refers to reviewing income and expenditure and comparing these with the budgets prepared at the planning stage. If unforeseen costs arise, adjustments need to be made to ensure the operations remain sustainable.

Impact Monitoring Impact monitoring is a type of monitoring which assesses the impact of activities on the target population. What worked before, may not work now, particularly if there has been a shift in customer expectations. For example, a professional association may have a quarterly publication as part of its membership package. For many years they may have routinely sent this publication to the mailing address of the member. However, this may not be necessary any more as the customers may prefer to have “on demand” access to it as a digital resource. By using impact monitoring, in this example, the business will be able to reduce costs, yet increase customer satisfaction.



The characteristics of an effective monitoring system

Accuracy: The information must be accurate and reveal the facts needed for appropriate action.

Timeliness: Information must be available in sufficient time for corrective or other action to be implemented.

Economy: The cost of gathering information to be monitored must be less than the savings it ensures.

Ease of Understanding: The information must be understood by those it affects and those who will take action on it.

Specific to Needs: Any monitoring that is done must be appropriate to the needs of the individuals and the organisation.

Performance Monitoring Tools

Performance monitoring tools are essential for organisations who want to create reliable operations and consistent client experiences. Below is a list of common monitoring tools:

Audits Budget Tracking Dartboard Focus Group Meter Reading Observations Questionnaires Score Board Semi-Structured Interview Time Tracking

(For a definition of each of these tools visit page 40 of the Extension section.



Role of Recruitment, Selection and Induction

Recruitment, selection and induction is the process of finding, hiring and initiating employees. This is also referred to as full life-cycle recruiting. This is an important part of implementing the operational plan, because it is about getting the right people in the right positions.

Most employers create and administer this process to ensure effective and efficient recruiting. This process is also implemented to ensure hiring managers comply with policies, such as equal opportunity employment and anti-discrimination. The six steps to recruitment, selection and induction are summarised below:

Step 1. Job Description

Ensure that the job description for every position is current and accurate.

Step 2. Recruitment

After the job description has been approved, the recruitment begins. Each organisation has a different recruitment process, but it typically includes posting the job opening internally and externally.

Step 3. Interviewing

Candidates are selected to be interviewed based on their ‘best fit’ for the position and the organisation.

Step 4. Selection

After interviews are conducted, hiring managers and human resources personnel meet and select a candidate to offer the job to.

Step 5. Induction

When a candidate accepts the job offer, the induction process begins. Many organisations send the candidate a welcome package and employment contract to be signed and returned. A date for the new employee to start working for the organisation is then determined. The new employee is then introduced to the organisation.

Step 6. Provide on-going coaching and mentoring

Mentoring and coaching can be used to reduce any performance gaps which the new worker may have, which will support them in meeting workplace expectations.



Problem Solving Techniques

Things don’t always go according to plan. As such, problem solving is an important skill to cultivate when working in operations. Problem solving is the process of working through details of a problem to reach a solution. Below are 11 ways to support your problem solving techniques:

1. Visualise the problem

2. Simulate different options

3. Simplify some of the parts

4. Redefine the problem

5. Compare the situation with and without the problem

6. Ask an Expert

7. Apply a theory

8. Use a tool/technology

9. Guess, check, adjust

10. Work backwards

11. Take a break.



Sample Operational Plan

Below is an example of the main components found in an operational plan for a sports management business. In an operational plan there would be typically be 8 -10 Key Result Areas (KRA's). For the sake of this sample, only one KRA is provided. Key Result Area: Membership Growth

Task Physical Resources

Human resources

Financial Resources

Timeframe

Conduct visits to schools

- Access to vehicle

- Promotional products

- Membership Officer

- Promotions Coordinator

Budget of $10000

Monthly Feb-Nov

Initiate Masters

competition program

- Gym - Access to

equipment

- Events Coordinator

$1000 for trophies

Program runs from March to September

Conduct social events

- Event Locations

- Events Coordinator

Events are self-funding

Every two months

Create regular communication with members

- Computer - Printer - Phone - Stationery

- Promotions Coordinator

$2500 in wages plus consumables for newsletter

Fortnightly e-alert Monthly Newsletter

Performance Indicators:

- Increased engagement with customers (more average interactions). - Increased membership subscriptions.

Contingency: - Flexibility around school visits, event dates and program schedules. - Back-up personnel to support tasks.

Monitoring tools:

- Budget Tracking, Questionnaires, Observations, Scoreboard.



Project Management

The development of software for an improved business process, the construction of a building or bridge, the relief effort after a natural disaster, the expansion of sales into a new territory — all are projects. And all must be expertly managed to deliver the on-time, on-budget results, learning and integration that organisations need. Project management, then, is the application of knowledge, skills, tools, and techniques to meet the project requirements. It has always been practiced informally, but began to emerge as a distinct role in the mid-20th century.

What is a Project?

“A temporary endeavour undertaken to create a unique product, service or result.” – PMBOK 5th Edition 2013 The primary challenge of project management is to achieve all of the project goals and objectives while honouring the preconceived constraints. The primary constraints are scope, time, quality and budget.



Project Life-Cycle

The traditional approach to project management identifies a sequence of steps to be completed. These steps are as follows:

initiation planning and design execution and construction monitoring and controlling systems completion.

Projects v’s Normal Operations – what’s the difference?

Area Projects Operations Life Cycle Designated Start and Finish

On-going

Product Unique/Different from Usual

Familiar, common

Human Resources Specific skills – often sourcing new skills

Using existing skills and personnel

Costs Harder of estimate Historical data, predictable

Risks Often high, difficult to identify

Lower risk, historical awareness

Change Greater level of change Incremental change, easier to manage



Project Management Tools

A Gantt chart, Logic Network, PERT chart, Product Breakdown Structure and Work Breakdown Structure are common tools used when planning a project. What follows is a definition for each: Gantt chart A Gantt chart is a popular project management bar chart that tracks tasks across time. When first developed in 1917, the Gantt chart did not show the relationships between tasks. This has become common in current use, as both time and interdependencies between tasks are tracked. Since their first introduction, Gantt charts have become an industry standard. They are an important project management tool used for showing the phases, tasks, milestones and resources needed as part of a project.



Logic Network A Logic Network shows the sequence of activities in a project across time. It shows which activity logically precedes or follows another activity. It can be used to identify the milestones and critical path of a project. It will help you understand the dependencies in your project, timescale and its workflow. This technique can reveal important information that could otherwise be overlooked.

PERT Chart The Program Evaluation and Review Technique commonly abbreviated PERT is a model for project management invented by United States Department of Defense's US Navy Special Projects Office in 1958. PERT is a method for analysing the tasks involved in completing a given project, especially the time needed to complete each task and identifying the minimum time needed to complete the total project.



Product Breakdown Structure (PBS) In project management, a Product Breakdown Structure (PBS) is an exhaustive, hierarchical tree structure of components that make up a project deliverable, arranged in whole-part relationship. A PBS can help clarify what is to be delivered by the project and can help build a work breakdown structure.

Work Breakdown Structure (WBS) The United States Department of Defence (DOD) created the Work Breakdown Structure concept as part of the Polaris mobile submarine launched ballistic missile project. A Work Breakdown Structure is an exhaustive, hierarchical tree structure of deliverables and activities that need to be performed to complete a project. Work Breakdown Structure is a common project management tool and the basis for much project planning.



Other tools that support project Management Basic Project Management Apps These applications are marketed specifically for project management. Most include things like task-, team-, and goal-management features. Some include additional features such as time tracking and invoicing. e.g. Basecamp (www.basecamp.com) Basecamp is often considered to be the best project management and collaboration platform out there. Its features are impressive: to-do lists, file sharing, message boards, milestones, time tracking, project overviews and commenting. Time tracking tools Whether you need to keep track of your time for billing purposes, for your boss, or just to measure your own productivity, chances are you’ll need a time-tracking application. e.g. Live Timer (www.syncd.com) Live Timer is an easy-to-use time-tracking program that works on both your computer and iPhone. It can be used for billing purposes or simply to improve your productivity and accountability. fourteenDayz (www.14dayz.com) is another a time-tracking program specifically for teams. It features day-by-day time sheets, exportable reports (in both PDF and Excel formats), drag-and-drop categories and no user limit. Costs Estimator

Many techniques, books and software packages exist to help with estimating project costs. A few simple rules will also help ensure you create an accurate and realistic estimate.

Assume resources will only be productive for 80 percent of their time.

Resources working on multiple projects take longer to complete tasks because of time lost switching between them.

People are generally optimistic and often underestimate how long tasks will take.

Make use of other people's experiences and your own.

http://www.basecamp.com/

http://www.syncd.com/

http://www.14dayz.com/



Get an expert view. Include management time in any estimate. Always build in contingency for problem solving, meetings and other

unexpected events. Cost each task in the Work Breakdown Structure to arrive at a total,

rather than trying to cost the project as a whole. Communicate any assumptions, exclusions or constraints you have.

Documents and other sources of information to define parameters

Once you've established these things, you'll then need to clarify the limitations or parameters of the project and clearly identify any aspects that are not to be included. In specifying what will and will not be included, the project scope must make clear to the stakeholders, senior management and team members involved, the product or service that will be delivered.

Project Objectives

Organisational Goals

Customer Feedback

Budgets

Schedules

Resource Lists

Task Sheets



Typical Project Risks and Actions to Manage them

Every project presents a level of financial risk. Management will be concerned about whether the funds requested for the project will be sufficient to deliver the project. They will also want to have confidence that the expected level of savings and other benefits from the project will be achieved.

From a strategic perspective there are a wide range of projects that compete for investment. It is important to show that your project is justified financially as well as delivering on other corporate goals.

Operational risk will be of particular concern where new technology or practices are involved. Any project that impacts on core business operations or product quality can have significant cost implications. Likewise, safety is a major consideration in all organisations. If your project does involve potential safety issues then you will need to demonstrate that you have conducted a safety assessment and that the identified risks can be appropriately managed.

The table below summarises some of questions you can ask in considering potential risks associated with your project and the action you can take to minimise them:

Type of Risk Questions to ask Actions you can take Financial risk Will the project deliver the savings

predicted during scoping? Will the funds requested for the project be sufficient to deliver the project?

Ensure any quotes come from reputable sources. Review a similar project if available and use any monitoring and verification of their projects to inform your own calculations. Conduct an analysis of the variability in the assumptions you make about the costs and benefits of your project.

Strategic risk Will the funds be used inappropriately, and hinder the organisation’s ability to deliver other corporate goals?

Demonstrate how your project links to existing policies and strategies and make sure you follow any processes that are outlined in your organisation.

Operational-technical risk

Does the project involve potential interruptions to normal plant operations?

Consult with the relevant managers and specialist experts as required.

Operational-safety risk

Will the project involve safety issues?

Most organisations will have an established safety risk assessment protocol that will need to be followed.



The key is to effectively manage the risks so that those risks that pose a threat to project success are mitigated but also so that those risks that might present new opportunities are acted upon.

It's important to remember too that projects are always liable to change as they progress so the risk management process should be responsive to change and the risks should be re-assessed from time to time if the project is long or complex.

Risk management is not a separate discipline but an integral part of project management, so it should be part of the regular activities of a project manager. One of the most important elements of risk management is complete honesty. Without an honest approach to the risks involved there will always be unvoiced issues and these can be the biggest risks of all.

Source: Project Management CRM Best Practices - Managing Risk



How to ensure risk management is effective

So how can you be sure that, once you have (honestly) identified your risks, that your risk management procedures are effective and add value to the project?

1. Document the risks Create a risk log listing each risk with a description, stating who is responsible, the likely impact and the mitigating actions that could be taken. It needs enough information to be useful in monitoring and reporting on risks but not so much that it cannot be easily updated. A straightforward, up-to-date risk log will be useful during the whole life of the project.

2. Prioritise the risks In order to prioritise effectively you need to understand what factors could make the risk more likely to occur and what impact that would have on cost, timescale and scope/quality of the final deliverable. So prioritise the risks using a combination of a probability rating and an impact rating. Some risks may be very likely to occur but have low impact; others may be less likely to occur but have a major impact so the overall priority needs to take this into account.

3. Plan the response For each identified risk decide firstly, what could be done to minimise the chance of it occurring and secondly, what action could be taken if the risk does occur. You will then be better prepared to deal with it if you have to (any risks that could not be anticipated are, of course, another matter).

The usual options to mitigate risks that are threats (rather than opportunities) are:

Accept Avoid Transfer Reduce

And one other point: risk management can and does help ensure more successful projects and it should be an integral part of the project management process but it should not be so large a task that the effort expended is out of all proportion to the size of the project or the potential impact of the risks.



Project Reporting

In reality management begins from the time you get involved with the project. Therefore a reporting system must be negotiated up front with the Project Sponsor and must be in place from the beginning of the project. The content, format and frequency might vary as the project moves through its life cycle but regular reports happen throughout the entire project.

What needs to be reported?

Ask your stakeholders what they need to report to their stakeholders. This question will guide you with respect to the level of detail needed in your reports and the frequency.

It is a waste of time to report unnecessary detail but it is also a waste of time to report insufficient detail. There are four essential types of reports: 1. Project Proposal The Project Proposal is developed at the conclusion of the Project Initiation phase and requires "sign-off" or the authority to proceed to the next phase. It contains the summarised results of the initial high-level planning process. In large projects the Project Proposal may be substituted by a Business Case. Detailed planning follows approval of the Project Proposal.

2. Project Plan

The Project Plan is developed at the conclusion of the Planning phase of the project. It is a detailed document comprising:

Scope definition (items from the Work Breakdown Structure listed with functionality under the headings of the key deliverables plus exclusions)

Schedule (including project milestones) Budget Risk schedule (major project risks and management strategy) Project organisation structure (reporting and approval pathways) Roles and responsibilities (project team and key stakeholders) Quality system (procedure and standards) Procurement schedule (human resources; goods and services) Communications strategy (protocols, templates, reporting schedule) Change management procedure.



3. Variance Request A Variance Request is a formal process that documents any changes to scope or any risks triggered which might result in variances to the project objectives, in terms of time, cost or quality. 4. Status Report A Status report is required at regular intervals throughout the project. The frequency and the format should be negotiated with the Project Sponsor. The level of detail to be included is an important consideration also to be negotiated with the Project Sponsor. Essentially the status report summarises the following:

Schedule - original approved completion date, authorized changes and current estimated completion date

Budget - original approved budget, authorized changes and current

estimated budget Issues - any issues or risks triggered that have resulted in approved

changes to scope, schedule, budget, quality or functionality. Issues and Risks Log It may also be useful to produce an Issues and Risk log. This helps keep track of issues or risks as they arise and records status, action, responsibility and closure of the issue or risk. A note about detail Reporting is an essential part of project management. However the level of detail should be appropriate to the risks associated with the project. It is possible to spend all your time preparing reports leaving no time to manage the project!



Project Charter Template

1 Project Background: <How did the project originate?>

2 Business Justification: <Why are we doing it? Link to strategic goals? Business case?>

3 Project Objectives: <What do we need to achieve? Objectives should be SMART (Specific, Measurable, Achievable & Agreed, Realistic and Timely)?>

4 High Level Requirements: <What are the CUSTOMER requirements? Customer expectations?>

5 Scope: <Identifies the boundaries within which the work must be undertaken. What is in scope? What is out of scope? >

6 Key Assumptions: <Something important taken for granted>



7 Key Constraints: <Some kind of restriction which could affect us achieving our objectives?>

8 Summary Milestone Schedule: <Milestones with an initial timeline estimate?>

9 Deliverables: <End results to be achieved?>

10 Summary Budget: < Initial budget estimate?>

11 Major Stakeholders: <Sponsor, Customer, Team, Supplier/Vendor etc :->

12 Key Risks: < Uncertainties that could effect the achievement of objectives?>

13 Project Approval Requirements: <How will we get approval for the next step. Governance requirements?>

14 Project Manager and Authority Level: <Who is the PM and their status within the organisation?>

15 Authorised By: Name: Title: Date:



Work Health and Safety (WHS)

WHS can be seen as the creation of a safe environment for employees, contractors, customers and anyone else who comes into contact with the organisation’s facilities. It also involves the encouragement of a healthy lifestyle and promotion of public health amongst the people that the organisation affects. A good source of additional information on the topic is through Safe Work Australia. Their website is: www.safeworkaustralia.gov.au

WHS responsibilities for Managers/Supervisors Supervisors have a duty of care to ensure, as far as is reasonably possible, that the workplace and process of workflow does not create risks for employers or others who come into contact with the workplace. This means, they have a legal duty to fulfil their responsibilities and be able to prove that they have done so. Duty of care places in a legal form, a moral duty to anticipate possible causes of injury and illness and to do everything reasonably practical to remove or minimise these possible causes of harm. Duty of care means that the organisation must provide:

A safe working environment Safe work systems Safe plant and equipment

The key factors relating to duty of care generally are that:

It applies wherever there is a special relationship. The relationship may be: Employer-employee, Supervisor-worker

It applies to all circumstances of the relationship Individual duty of care cannot be delegated, but roles and functions

can be delegated Duty of care applies personally to all individuals It applies to all risks that are foreseeable and preventable.

http://www.safeworkaustralia.gov.au/



The Work Health and Safety (WHS) Act also requires organisations to consult with workers, including volunteers, so far as reasonably practicable, about work health and safety matters that affect them.

Talking to your workers is a good way to ensure they contribute to the identification of hazards and the assessment and control of any risks they face when they carry out their work.

The aim of the consultation is to ensure that workers are given an opportunity to provide ideas about how to do their work safely. The organisation must take their ideas into consideration when making decisions about safety in the workplace.

Discussions about work health and safety can be carried out in various ways—there is no ‘one right way’ to talk about work health and safety. How your organisation does it will depend on factors like:

the nature and size of the organisation the type of work that is carried out, and the current engagement arrangements of workers, including

volunteers.

Some workplaces may need a mix of consultation arrangements to suit the different types of workers and work situations within the organisation. For example, if there are a number of full-time workers in an organisation, structured arrangements involving a health and safety committee may be suitable.

An organisation may also engage contractors, on-hire workers or volunteers to carry out specific tasks. In these situations ‘toolbox talks’ (short discussions on specific health and safety topics relevant to the task) may be the most practical way to consult.



To ensure a safe and healthy work environment, a total risk management approach is necessary. The following diagram outlines this approach:

Ensuring Access to Information Ways your organisation could ensure access to WHS information could include:

through regular safety inductions

sending out regular newsletters via mail or email which feature work health and safety news, information and updates

regularly updating notice boards or website with information, including the latest safe work policies and procedures

having a ‘suggestions’ email box for workers to send suggestions to about ways to work safely

maintaining a central collection of work health and safety policies, procedures and other documents

holding regular meetings to talk about the work they do and how to do it in the safest way

holding short ‘toolbox talks’ where specific health and safety topics relevant to the task at hand are discussed, and

through Health and Safety Representatives (HSRs), if requested by workers.



Key WHS Provisions

Australian health and safety law is governed by a framework of Acts, Regulations and support material including codes of practice and standards, as illustrated in the diagram below.

Work Health and Safety is governed by the relevant acts and regulations in all states and territories. The objective is to:

Ensure the health and safety of employees Ensure the health and safety of others at the workplace Promote improvements in health and safety in the workplace.

WHS Act – Each State/Territory has a central piece of law - the principal Work Health and Safety Act. This Act sets out general duties of employers, employees and others for WHS. Acts are made by parliament and they must be followed.

WHS Regulations – These provide more specific rules that must be followed.

Non-compliance with either act or regulation can result in prosecution, a prohibition notice, an improvement notice and, in some states, on-the-spot fines.



Code of Practice – these set out how to comply with the Regulations. They are not rules but should be followed unless there is an equal or better way of meeting the rule in the regulation.

Standards – these have somewhat less authority than codes of practice and are reference materials which denote what the recommended minimum industry standards are. While they don’t have any formal standing, they do provide a benchmark of an industry standard and therefore could be considered as a “should do”.

Guidance material – this is produced by a range of government and other bodies including regulators, industry bodies, employer groups, professional associations, trade unions and commercial organisations. This supporting material outlines how employers in consultation with their employees should approach the management of health and safety at work.

What is a Hazard?

A hazard is defined as “anything that may cause harm or ill health to a person, property or the environment”. A supervisor/manager should look for anything that may harm themselves, staff or anyone else who comes into contact with the work environment. This is a fundamental part of their duty of care. As such, they may reasonably be expected to:

Visit the environment/workplace Understand the WHS implications for work Know what WHS processes are in place In consultation, identify any areas for improvement that need to be

addressed to maintain a safe working environment Develop an action plan and check that the agreed actions have been

taken.



Common Hazards

Some hazards are common to different industries. Therefore, it is important to be aware of the hazards that exist in the workplace you operate in. It may be necessary to seek advice from onsite workers who are familiar with the workplace, or there may be a WHS officer available to provide safety information and explain procedures. Common safety hazards include:

Spills on floors or tripping hazards, such as blocked aisles or cords running across the floor

Working from heights, including ladders, scaffolds, roofs, or any raised work area

Unguarded machinery and moving machinery parts; guards removed or moving parts that a worker can accidentally touch

Electrical hazards like frayed cords, missing ground pins, improper wiring

Confined spaces Machinery related hazards (e.g. lockout/tag out, boiler safety,

forklifts, etc.)

Other hazards can be divided into the categories of physical, biological, ergonomic, chemical and work organisational: Physical

Noise Temperature extremes Machinery with moving parts Radiation

Chemical Hazardous substances Dangerous goods Combustible material Vapours and fumes

Biological

Blood and other bodily fluids Bacteria and virus Fungi/Mould Spiders, insects, snakes

Ergonomic

Manual handling High repetition jobs Vibrations Work posture

Work Organisational

Workload Fatigue/shift work Role clarification Bullying and harassment



What is a Risk?

Once the hazards have been identified, it is then necessary to determine their immediate or potential impacts on the workers. This is called risk assessment. Each hazard should be evaluated for two factors:

1. The likelihood or probability of injury or damage 2. How serious the injury or damage may be

Below is a risk assessment matrix that may be used to evaluate hazards in terms of likelihood and severity. If the supervisor/manager is in an unfamiliar environment or is uncertain of the risks, then it is prudent to ask for assistance from an expert.

Risk Assessment

How severely could it hurt someone?

How likely is it to occur?

++

very likely

+

likely

-

unlikely

--

very unlikely

Could happen at any time

Could happen some time

Could happen, but very rarely

Could happen, but probably never will

Kill or cause permanent disability or ill health

1 1 2 3

!!! Long term illness or serious injury 1 2 3 4

!! Medical attention & several days off work 2 3 4 5

! First aid needed 3 4 5 6

The numbers show how important it is to do something

1 = Top priority – do something NOW 6 = low priority – do something when possible



Hierarchy of Controls The hierarchy of controls is a system used in industry to minimise or eliminate exposure to hazards. It is a widely accepted system promoted by numerous safety organisations. This concept is taught to managers, to be promoted as standard practice in the workplace. There are six options:

1. Elimination Removing the risk completely. This can be done by discontinuing the work practice, or discontinuing the use of the hazardous equipment/material. Foolproof design measures may be designed. This is the most preferred option.

2. Substitution Substituting or replacing the hazardous work practice/equipment/material.

3. Isolation Removing or isolating the employee from the hazard, or installing barriers between them.

4. Engineering controls A mechanical or technological intervention which makes equipment safer or switches off when employees are around.

5. Safe work practices Implementing safe work practices, making changes to work practices and providing additional supervision

6. Personal protective equipment (PPE) Providing workers with PPE when in the hazardous area or involved in the hazardous task. For example protective glasses, steel capped boots, hard hats. This is the least preferred option.

Another way to look it this is through PERM:

P

Prevention

E

Elimination

R

Reduction

M

Mitigation

Pro-active Re-active



Hazard Checklist Example

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Name: Signature: Date:



EXTENSION



Operational Planning

An operational plan is a key tool for managing an organisation. It provides the manager with detailed information on the work that must be done to ensure that planned goals and objectives are achieved. The management process should involve continual checking of the implementation of the Operational Plan and exercising control of the organisation's resources to ensure success. What needs to be checked by the manager includes:

Timelines - have strategies been commenced and will all tasks be completed by the scheduled timelines?

Performance Measures - has progress been made according to performance measures? Is it likely that targets will be met?

Responsibilities - is there anyone having difficulty with the tasks allocated to them? Does there need to be any reassignment of responsibilities?

Physical Resources - the assignment of assets e.g. equipment, vehicles, space in a building or outdoors

Budget - the allocation of money e.g. pay salaries, purchase equipment, hire venues, undertake advertising and promotion.

The monitoring process may be a routine part of organisation policy; it may be in response to complaints or as a result of KPI’s revealing a need for improvement. The steps associated with monitoring closely align with the PDCA cycle.

1. What needs to be monitored? (PLAN)

2. Determine how to monitor the process and collect data. (DO)

3. Compare actual against planned performance. (CHECK)

4. Take action. (ACT)



Inducting Staff into the Plan Staff induction provides a systematic introduction of new staff to their jobs, co-workers and the organisation and its culture. The induction program should commence as soon as the new employee joins the organisation or whenever something changes operationally which impacts on them.

Induction is invaluable in fostering positive attitude and commitment early in the employment relationship. The advantages of good induction:

Good induction helps to give new employees a favourable impression of the organisation and contributes to their overall enthusiasm for the job. In this way, it can be an important factor in reducing labour turnover and employee dissatisfaction and in developing good morale.

Induction gives the opportunity to establish a good working relationship with the new employee. Rules and regulations can be explained to minimise future misunderstandings.

Helps remove people’s apprehension when starting in new position. Reduces ineffective time spent by new employees and builds

confidence.

A good induction program will usually consist of a formal welcome and explanations of:

Organisation history and operating structure Company mission, vision and values Code of conduct Expectations and rules Individual duties and performance expectations Working conditions, policies and processes Quality Policies Work Health and Safety policies and hazards Introductions to Supervisors and work teams.



Performance Monitoring Tools

Audits: An examination of records or financial accounts to check their accuracy or compliance to the required system or benchmark.

Budget Tracking: A means to track projected costs and actual costs.

This could be done with existing accounting software or more simply using an Excel spreadsheet or similar.

Dartboard: The evaluation dartboard is a quick and simple method

for customers to rate their experience with the business. A sample of how it could look is below:

Focus Group: A focus group is where a group of people (from around 4 to 12) are asked questions about their experiences and opinions on particular topics. Focus groups use a facilitator and a semi-structured interview process to prompt discussion amongst the group members. The group can be representative of the target group, or they may represent subsets of the target group.

Meter Reading: This monitoring tool helps to track usage and has

implications for efficiency. Meters are commonly used to track usage of electricity, gas or water. However, they are also used to monitor things like photocopies made in an office or hours of bulb life left on a projector in a training room.



Observations: These can be used to confirm that tasks, actions and behaviours are consistent with expectations. As a monitoring tool, observation supports the collection of authentic data.

Questionnaires: Questionnaires are one of the most common and

popular tools to gather data from a large number of people. A good questionnaire can be a powerful tool to inform your evaluation, yet a poorly designed questionnaire can make life difficult for both those that have to complete it, and those that have to analyse the data.

Score Board: This tool provides a visual update or tally of actual

performance as compared to targets/milestones. Semi-Structured Interview: A semi-structured interview is a

qualitative method of inquiry that combines a pre-determined set of open questions (questions that prompt discussion) with the opportunity for the interviewer to explore particular themes or responses further. A semi-structured interview does not limit respondents to a set of pre-determined answers (unlike a structured questionnaire).

Time Tracking: This is a tool to monitor the efficiency of time spent

on tasks. Many industries have designated benchmarks for how long certain tasks should take and time tracking will determine whether the actual performance is within an acceptable range.



Project Management

Project management is the discipline of initiating, planning, executing, controlling, and closing the work of a team to achieve specific goals and meet specific success criteria. A project is a temporary endeavour designed to produce a unique product, service or result with a defined beginning and end (usually time-constrained, and often constrained by funding or deliverables) undertaken to meet unique goals and objectives, typically to bring about beneficial change or added value. The temporary nature of projects stands in contrast with business as usual (or operations), which are repetitive, permanent, or semi-permanent functional activities to produce products or services. In practice, the management of these two systems is often quite different, and as such requires the development of distinct technical skills and management strategies. The primary challenge of project management is to achieve all of the project goals and constraints. This information is usually described in a user or project manual, which is created at the beginning of the development process. The primary constraints are scope, time, quality and budget. The secondary — and more ambitious — challenge is to optimise the allocation of necessary inputs and integrate them to meet pre-defined objectives.

WHS Considerations

What are the characteristics of a proactive health and safety workplace?

Listed below are just some of the characteristics or 'visible signs' of a proactive health and safety workplace culture:

No workplace injuries/accidents Policy statements are visibly displayed Good employee morale and fewer customer complaints On-the-job training for employees Employees are consulted regarding all health and safety issues There is an emphasis on eliminating hazard through redesign Maintenance systems are in place for plant, tools and equipment There are visible safety signs and reminders



There is safety labelling on goods, products and services advertising the extra care the organisation has taken

Everyone is clear on what to do in an emergency All employees are aware of the organisation's safety rules.

Avoid falling into the trap of the 'reactive approach' which involves only responding to health and safety problems as they arise or after the accident has happened.

Who is involved in WHS? The approach to responsibilities taken in both common law and legislation is that the responsibility sits with those who have the control. Activities required to meet the responsibility can be delegated but the responsibility itself cannot be delegated. WHS is a shared responsibility. All employees must be involved in WHS hazard identification and risk assessment in their work situation. They must be given the opportunity to be part of the solution and should be encouraged to present their suggestions and opinions. This can be done individually or in small groups and teams. Their views need to be valued and taken into account. Employees should be encouraged to get into the habit of automatically conducting risk assessments before commencing a job.

WHS Policies and Procedures

1. Hazard Identification

Physical Hazards

These are factors within the environment that can harm the body without necessarily touching it. Physical Hazards include:

Radiation: (x-rays, microwaves, radio waves etc.) High exposure to sunlight/ultraviolet rays Temperature extremes - hot and cold Constant loud noise



Biological Hazards

These hazards are associated with working with animals, people, or infectious plant materials. This could include candidates working in day care facilities, hospitals, laboratories, nursing homes or outdoor occupations. As such candidates could be exposed to:

Blood and other body fluids Fungi/mold Bacteria and viruses Plants Insect bites

Ergonomic Hazards

These occur when the type of work, body positions and working conditions put strain on your body. They are the hardest to spot since you don’t always immediately notice the strain on your body or the harm that these hazards pose. Short term exposure may result in “sore muscles” the next day or in the days following exposure, but long term exposure can result in serious long term illnesses. Ergonomic Hazards include:

Improperly adjusted workstations and chairs Frequent lifting Poor posture Awkward movements, especially if they are repetitive Repeating the same movements over and over Vibration



Chemical Hazards

These hazards are present when a candidate is exposed to any chemical preparation in the workplace in any form (solid, liquid or gas). Some are safer than others, but to some people who are more sensitive to chemicals, even common solutions can cause illness, skin irritation or breathing problems. Beware of:

Liquids like cleaning products, paints, acids, solvents Vapors and fumes that come from welding or exposure to solvents Gases like acetylene, propane, carbon monoxide and helium Flammable materials like gasoline, solvents, and explosive chemicals Pesticides

Work Organisational Hazards

These are hazards that cause stress (short term effects) and strain (long term effects) and are associated with workplace issues such as workload, lack of control and/or respect and the pace/intensity of the work. Work Organisational Hazards also include workplace bullying and sexual harassment. 2. Risk Management

WHS risk management is a systematic process for addressing hazards in the workplace. It is the process of:

Identifying any foreseeable hazard - anything in the workplace that has potential to harm anyone at the workplace, e.g. moving parts in machinery, toxic chemicals, manual handling tasks.

Assessing the risk from the hazard - finding out how significant the risk is eg will it cause a serious injury, illness or death and how likely is this to occur?

Eliminating the hazard or if this is not possible, controlling the risk from the hazard - implementing strategies to eliminate or control the hazard e.g. design equipment differently, add machine guards, use safer chemicals, providing lifting devices to minimise manual handling or use personal protective equipment.

Evaluating, monitoring and review - to determine whether control measures are effective in controlling the risk.



3. Fire/Emergency Evacuation

Below is an example of common fire/emergency evacuation procedures:

On hearing an evacuation alarm, or on instruction of emergency control personnel, immediately cease all activity and secure personal valuables.

Assist any person in immediate danger, but only if safe to do so. If practical, and only if safe to do so, secure any activity or process

that may become hazardous or suffer damage if left unattended as a consequence of evacuation.

Act in accordance with directions given by emergency control personnel and evacuate the building immediately.

Assist with the general evacuation if directed to do so by emergency control personnel.

Assist with the evacuation of disabled occupants. In a fire, do not use a lift to evacuate a building. Move calmly to the nominated evacuation assembly area and do

not leave the evacuation assembly area until the all clear has been given.

Follow the instructions of relevant emergency services personnel and campus emergency control personnel.

Emergency procedure maps

Emergency procedures diagrams should be located within buildings. These diagrams provide floor plans showing the locations of emergency exits and emergency equipment (such as fire extinguishers) and maps for evacuation routes and emergency assembly areas.

4. Incident Investigation and Reporting The incident investigation and reporting procedure provides guidance for the identification of potential hazards and reporting and investigation of incidents by staff as early as practicable so that correction action can be taken



RETENTION



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QUALIFICATION: Certificate IV in Leadership and Management

CLUSTER Managing Projects and Operations

LOCATION: DATE: / / 20___

LEARNING LEADER/S: __________________________________

Indicate how you felt the presenter performed:

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(A) Setting positive atmosphere for learning

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TRAINING EVALUATION SHEET Version 3.2, 9 November 2015