PARTICIPANT’S WORKBOOK
Project Management
For Public Health Professionals
SUSTAINABLE MANAGEMENT DEVELOPMENT PROGRAM
Sustainable Management Development Program
Division of Public Health Systems and Workforce Development
Center for Global Health
U.S. Centers for Disease Control and Prevention
http://www.cdc.gov/globalhealth/SMDP/
Version 2.1
PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS

Project Management for Public Health Professionals
CONTENTS
Introduction
Sustainable Management Development Program
Acknowledgements
vi
vi
Project Management for Public Health Professionals
About this Course
Target Audience
Learning Objectives
Schedule
Icon Glossary
vii
vii
vii
viii
viii
Introduction to Project Management
What is a Project?
What is Project Management?
The Project Management Method
1
2
4
Initiate and Define
Step 1 Select Project and Define Scope
5
Plan
Step 2:
Step 3:
Step 4:
Step 5:
Step 6:
Step 7:
Define Activities
Determine Task Dependencies
Develop Schedule
Allocate Resources
Create A Plan to Address Risks
Develop Communication Plan
13
18
10
12
16
20
Implement & Control
Step 8: Implement the Project
Step 9: Monitor and Take Corrective Actions
24
26
Step 10: Close Out and Document
31
Close
CONTENTS | iii
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PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS
Conclusion
Summary
Congratulations!
What’s Next?
References
35
35
35
47
Appendices
Appendix A
Appendix B
Appendix C
iv |
CONTENTS
Applied Learning Project
Glossary of Terms
Course Evaluation Form
50
455
58
PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS
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PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS
Introduction
Sustainable Management Development Program
SMDP partners with ministries of health, educational institutions, and
nongovernmental organizations in developing countries to promote
organizational excellence in public health by strengthening leadership and
management capacity. SMDP’s goal is to improve the effectiveness of the
public health sector in developing countries by
 Empowering local officials with better leadership, management, and
decision-making skills
 Stimulating creativity and innovation among local health personnel to
improve public health service delivery
Acknowledgements
Michael Greer – The Manager’s Pocket Guide to project Management
Gary Heerkens - Project Management
BZ Posner - What it Takes to be a Good Project Manager
Project Management Institute - Project Management Institute Practice
Standard for Work Breakdown Structures
vi |
SUSTAINABLE MANAGEMENT DEVELOPMENT PROGRAM
PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS

Project Management for Public Health
Professionals
About this Course
The goal of this course is to enable you to use internationally recognized
processes and tools to support high quality management of public health
projects.
Target Audience
This course is designed for supervisors in public health services, typically
at Ministry of Health district-level. It is expected that you have
responsibilities to assemble a project work team, design and implement a
project plan, and evaluate project results.
The following are prerequisites to this course:
 Basic computer skills
 Basic supervisory skills
Learning Objectives
When you complete this course you will be able to:

Write a project workplan

Generate a work breakdown structure

Develop a network diagram and schedule

Track and manage the project

Close-out and conduct post project reviews to ensure
continuous learning
ABOUT THIS COURSE
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PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS
Schedule
Day 1




Introduction to Project Management
The Project Management Method
Initiate & Define: step 1
Plan: steps 2-3




Plan: steps 4-7
Implement & Control: step 8-9
Close: step 10
Conclusion
Day 2
Icon Glossary
The following icons are used in this workbook:
TIP: SUPPLEMENTAL INFORMATION TO HELP PERFORM A TASK MORE EASILY
EXERCISE
viii | SCHEDULE
PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS

Introduction to Project Management
What is a Project?
Project Management for Public Health Professionals is a course based on
the internationally-recognized standards for project management
developed and promoted by the Project Management Institute (PMI).
According to the PMI’s standards of practice document, A Guide to the
Project Management Body of Knowledge (2004), a project is:
“A temporary endeavor undertaken to create a
unique product or service.”
Projects can vary widely in size and scope, from large projects that may
take many months to complete (building and equipping a hospital), to
smaller projects that require less time to finish (installing the hospital’s
computer network). A large project will typically be divided into many
smaller sub-projects in order to be managed effectively. What both large
and small projects have in common is that they are time limited and
create a unique product or service.
In this workshop, we are going to learn ways to organize and manage our
public health projects more effectively, regardless of their size.
WHAT IS A PROJECT?
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PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS
CHARACTERISTICS OF A PROJECT
Successful projects balance three key factors to meet their objective in a
high quality manner.
Time — the time it
takes to complete
objectives
Cost —the
required resources
Quality — the expected
products and outcome
What is Project Management?
“Project Management” means using knowledge, skills, tools, and
techniques to meet or exceed stakeholder needs and expectations from a
project.
FACTORS OF SUCCESSFUL PROJECTS
Can you think of some characteristics of successful projects?
2 |
WHAT IS PROJECT MANAGEMENT?
PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS

SKILLS NEEDED FOR PROJECT MANAGEMENT
Three fundamental areas of skill needed by all project managers include:
Planning—the ability to plan the use or organizational resources of time,
personnel, budget, facilities, equipment, and supplies to achieve
organizational objectives
Technical—the specific professional technical skills needed for a project.
People—the ability to manage and motivate people who will implement
the project activities, communicate effectively with stakeholders, and
resolve conflicts and interpersonal problems.
Research among skilled project managers in the U.S. identified more
specifically the skills that differentiate high performing project managers
from their peers.1
These skills are listed in order of importance below.
1. Communication: listening, persuading, negotiating
2. Organizational: planning, goal-setting, analyzing
3. Team building: empathy, motivation, team spirit
4. Leadership: sets example, energetic, vision, delegates, positive
attitude
5. Coping: flexibility, creativity, patience, persistence
6. Technical: experience, project knowledge
Posner, BZ, “What it Takes to be a Good Project Manager,” Project Management Journal 18, No. 1
(March 1987).
1
WHAT IS PROJECT MANAGEMENT?
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PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS
The Project Management Method
The project management method consists of ten steps and the use of a
series of project management tools that will help you initiate, define, plan,
execute, control and close- out your projects. All projects, regardless of
their size, should consider these steps, although formal plans may not be
required for very small projects.
Step
Initiate
& Define
1. Select project & define scope
2. Define project activities
3. Determine task dependencies
Plan
4. Develop schedule
5. Allocate resources
6, Create a plan to address risks
7. Create a communication plan with stakeholders
4 |
Implement
& Control
8. Implement the project
Close
10. Close out & document
THE PROJECT MANAGEMENT METHOD
9. Monitor & take corrective action
PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS

Initiate and Define
Initiate and Define Checklist
Define project goals and objectives
Meet with stakeholders
Agree on project deliverables
Complete project agreement
Obtain approvals
Step 1 Select Project and Define Scope
Tools
Project workplan
Public Health professionals are frequently assigned a project to manage.
They may not have a say in which project they work on, but based on
their experience and skills, they may contribute a great deal to defining
the scope and quality of the project. There may be many organizations
interested in the outcome of the project. These stakeholders’ interests and
expectations must also be taken into account.
The Initiate and Define stage enables you to define the project and gain
agreement on the project’s goals and objectives.
STEP 1
SELECT PROJECT AND DEFINE SCOPE
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PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS
THE PROJECT WORKPLAN
What? A written description that clearly communicates what the
project is (and is not).
Why?

Establish agreement between project team members and
stakeholders about the project.

Build team member commitment – team should write the
charter together.

Foundation for project planning.

Helps in managing expectations.

Communicate project to others.
When? Ideally, at the beginning of a project. Also useful to develop one
for a project already started. Update it as needed.
Who?
The beneficiary of the project: the population who will be
served by the project.
The project workplan is based on the project goal, objectives, and
deliverables. In addition to these elements, it includes all project
stakeholders and project assumptions.
A goal is the overall purpose of the project.
An objective is the specific measurable achievements expected at the end
of the project.
Deliverables are the tangible outputs or products that are delivered as a
result of the project.
It may also include a preliminary budget and project team. These will be
developed in more detail during the planning phase.
6 |
STEP 1
SELECT PROJECT AND DEFINE SCOPE
PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS
EXAMPLE

AIDS PREVENTION BACKGROUND STUDY
Imagine you are managing a project to implement a health education
background study in Gabarone Botswana. The goal of this project is to
systematically identify locations where people meet new sexual partners
and/or needle-sharing partners and describe the social and sexual
characteristics of the areas identified for the purpose of AIDS prevention. It
uses a rapid assessment tool to monitor and improve AIDS prevention
program coverage in areas where HIV transmission is most likely to occur.
The objectives of the study are to:
 Assess and identify priority prevention areas (PPAs)
 Determine where people meet new sexual and needle-sharing
partners in the PPAs through community informant interviews
 Characterize people who socialize at the venues reported
 Use the results to inform key stakeholders
Based on the goal and project objectives, you can identify stakeholders
and collaborate to develop a project workplan that will guide your
planning.
We will use this example throughout the course to help illustrate the key
points in project management.
Try
Put
Put
Put
this!
a star (*) by the goal of the project
an exclamation point (!) by the objectives of the project
a check mark (√) by the deliverables of the project
STEP 1
SELECT PROJECT AND DEFINE SCOPE
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PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS
WHO ARE THE STAKEHOLDERS?
The project manager is not the only person involved in initiating the
project. There are many other stakeholders. A stakeholder is anyone who
has an interest in the project. This includes the categories listed below, as
well as persons from other organizations or work units that might be
interested in or affected by the project.
Customers
A customer is anyone who will use the product or service created by
the project. Customers can be internal or external and play an
important role in determining the requirements for product or service.
Sponsor
A sponsor is the person who requires the project to be done. Sponsors
are responsible for ensuring that the project team has the proper
budget and staff resources to achieve the project objectives. The
project sponsors should review and approve in writing the specific
guidelines of the Project Workplan.
Team members
Team members are those persons who participate in planning and
implementing the tasks necessary to achieve the project objectives.
WHAT CAN WE ASSUME?
Successful projects are the result of effective partnerships among
stakeholders. Quite often, a project’s success is dependent upon certain
key factors. If these factors are outside the direct control of the project
manager, it is helpful to list these as assumptions. For example, if the
project is depending on an outside organization’s promise to lend delivery
vehicles, listing this as an assumption will clearly communicate the
project’s risk to all stakeholders. You need not list every assumption, just
the ones that you want to bring to stakeholders’ attention.
8 |
STEP 1
SELECT PROJECT AND DEFINE SCOPE
PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS

Exercise 1 Project Workplan
1. In your groups use the case study or the project you have agreed to
work on to begin to write your Project Workplan.
2. Complete the Project Workplan:
 Project Background
 Project Description
 Project Objectives
 Project Deliverables
 Project Stakeholders
 Project Assumptions
 Required Resources
3. What people skills did your team use to help you reach consensus?
Discuss with your team.
STEP 1
SELECT PROJECT AND DEFINE SCOPE
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PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS
Project Workplan
Project Background
Describe the background of this project. What is the problem that this project will
address? Is it related to other projects? Is it a subproject of another project?
Project Description/Goal
Write a project description statement here. Describe the goal, scope, or
‘boundaries’ of the project in terms of what is included and what is excluded from
this specific project.
Project Objectives
List project objectives
Stakeholders
List project stakeholders (those interested in or affected by the project) who are
not on the team.
Project Deliverables
List specific deliverables of the project (specific products the project will deliver,
e.g. a product, delivery of a service)
10 | PROJECT WORKPLAN
PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS

Project Assumptions
Have the team brainstorm at least three assumptions made about the project
that identify elements necessary for the project to succeed. For example,
availability of special human or technical resources, needed equipment, budget
support or any other issues that could affect the success of the project.
Required Resources
Use this section to summarize expected resources requirements or limitations, such as a
fixed budget amount. You will develop detailed resource requirements in the planning
phase of the project.
Project Team
List project team members, if they’ve already been identified and their primary area
of responsibility. If not yet identified, you may want to list general job titles. (ex
health economist, HIV epidemiologist)
Budget Estimate
Identify the budget and procurement estimates for the project.
Signature Page Granting Authority to Proceed
Obtain signatures of project sponsor and project manager.
Project Manager Signature:______________________________________________
Project Sponsor Signature: ______________________________________________
PROJECT WORKPLAN
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PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS
SUMMARY - INITIATE AND DEFINE
Use transparent processes and explicit criteria when making
project decisions.
 Collaborate with the project team to create a project agreement
to clearly describe the project.
 Support the project’s success by deciding the priorities for time,
quality and cost of the project.

FOR REFLECTION
Circle the attributes of a good project manager that are important during
the Initiate and Define stage.
Communication persuading negotiating listening
Initiate &
Define
Organizational
planning
analyzing
goalsetting
Team building
motivation
team spirit
empathy
Leadership:
sets
example
vision
delegates
positive
attitude
Coping:
flexibility
patience
persistence
creativity
Technical
project
knowledge
experience
Plan
Implement &
Control
Close
12 | STEP 1
SELECT PROJECT AND DEFINE SCOPE
energetic
PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS

Plan
Plan Checklist
Define Activities
Determine Dependencies
Develop schedule
Assemble the team
Create a budget
Identify risks
Prepare a communication plan
Step 2: Define Activities
Tools
Work Breakdown Structure
WORK BREAKDOWN STRUCTURE (WBS)
The Work Breakdown Structure organizes and defines exactly what work
needs to be done to successfully implement your project. You will create a
WBS by dividing your project into logical, manageable work segments that
can be easily tracked by the project manager. The WBS will be also be
used to determine the schedule and staff responsibility assignments for
the agreement.
To create a Work Breakdown Structure, follow these steps.
1. List a project objective.
2. Determine the deliverables (products and services) that are required
to meet this objective.
3. Determine the tasks required to create each deliverable.
4. Continue to break tasks down into smaller components until you are
at a sufficient level of detail to identify resource requirements.
STEP 2:
DEFINE ACTIVITIES
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PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS
How to determine the next level of detail?
Ask How – example: How will we create this product?
EXAMPLE
AIDS PREVENTION BACKGROUND STUDY
In our project, one of the required deliverables is collecting data regarding
behaviors of individuals in the PPA sites.
How?
Deliverable: Data collection to characterize people who socialize at the
venues reported
What major
activities must we
do to accomplish
this?
How?
Activities: Conduct interviews
What tasks are
Tasks:
needed to
accomplish this?
- Recruit and train field staff
- Provide required equipment/material
- Identify priority prevention area (PPA) for conducting interviews
HOW LOW DO YOU GO?
You have gone to enough detail if you can:
 Assign it to a person or team
 Estimate the cost
 Estimate how long it will take to complete
Generally, record tasks that take at least one day to complete. However, if
a task requires a specific skill, it is best to keep it separate regardless of
the time required, so the appropriate person is assigned to it.
14 | STEP 2:
DEFINE ACTIVITIES
PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS
EXAMPLE
AIDS PREVENTION BACKGROUND STUDY
Project Title
Project Description
Project Objective

AIDS Prevention Background Study
Identify locations & describe characteristics of
participants in high risk behaviors
Determine where people meet new sexual and needlesharing partners in the PPAs through community
informant interviews
Deliverable
Data Collection
Activities
Conduct Interviews
Obtain Approvals
Identify interview
locations
Develop Database
Write protocol
Create database shell
Obtain IRB
Test database
Tasks
Provide
equipment/materials
Recruit & train staff
Design training workshop
Print materials
Invite participants
Subtasks
Identify interviewers
Develop interview process
Arrange training location
Conduct training
STEP 2:
DEFINE ACTIVITIES
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PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS
While constructing the WBS, do not worry yet about the sequence or
order in which the activities will be carried out. You will determine
this at a later step.
Exercise 2 Create a Work
Breakdown Structure
In this exercise you will create a Work Breakdown Structure (WBS) for the
case study project. Use the worksheet that follows to record your
responses.
1. Summarize the project description and one objective at the top of the
page.
2. As a team, define the deliverables. Ask “What will have to be
completed to accomplish this objective?”
3. For each deliverable, identify the main tasks that will need to be
completed.
4. Select two deliverables that you want to focus on for this exercise.
5. Estimate and note the amount of time necessary to complete each
task.
6. Discuss with your team:
a. How would the technical expertise of the project manager affect
the ability of the team to create a work breakdown structure?
b. How would the communication skills of the project manager
affect the ability of the team to create a work breakdown
structure?
16 | STEP 2:
DEFINE ACTIVITIES
PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS

Work Breakdown Structure Worksheet
Project Title
Project
Description
Project Objective
STEP 2:
DEFINE ACTIVITIES
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PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS
Step 3: Determine Task Dependencies
Tools
Network diagram
Now that you have the tasks identified, you can arrange them in order
and determine how much time each task will take.
ESTIMATE THE TIME FOR EACH TASK
Your team will estimate how long it will take to complete the tasks. Ask
the team member or other expert with the most experience in a specific
task to estimate how long a task will take.
CREATING A NETWORK DIAGRAM
One of the most powerful project management tools is the network
diagram.
Using the tasks from your WBS, you will identify the order in which the
work must be done. In doing this, you will identify the dependencies to
completing the specific tasks, as well as areas where many tasks can be
occurring simultaneously.
To create a network diagram, follow these steps.
1. Place the first task at the far left.
2. Add tasks in the order they can be completed.
3. Draw arrows between tasks that are dependent.
4. Try to arrange tasks in parallel. These are tasks that are not
dependent on each other.
5. Complete the diagram by including a box to illustrate the end
product.
EXAMPLE
AIDS PREVENTION BACKGROUND STUDY
TASK: RECRUIT & TRAIN STAFF
Tasks are displayed in
parallel when they aren’t
dependent
Identify
interviewers
Design
Training
Workshop
Develop
Interview
Process
18 | STEP 3: DETERMINE TASK DEPENDENCIES
Conduct
training
Print
materials
Arrange
training
location
Invite
Participants
PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS

The network diagram can help you determine the project schedule.
Add task start and end dates, as well as the task duration, to forecast
the project completion date.
1/31 3d 2/2
Identify
interviewers
2/4 5d 2/8
Design Training
Workshop
2/11 1d 2/11
Conduct training
2/9 1d 2/9
Print materials
2/1 3d 2/3
Develop Interview
Process
2/9 1d 2/9
Arrange training
location
2/10 1d 2/10
Invite Participants
Exercise 3 Create a Network
Diagram
1. Choose one deliverable for your project.
2. Using the WBS from the previous exercise, create a network diagram
that illustrates the dependencies of the tasks.
3. What would you do if your network diagram reveals that there is not
enough time to complete the project by the due date?
STEP 3: DETERMINE TASK DEPENDENCIES
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PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS
Step 4: Develop Schedule
Tools
Gantt chart
The project schedule presents the planned timeline for the project
activities in a format that is easy to read. It takes into consideration the
dependencies that were identified in Step 3.
GANTT CHART
The Gantt chart project schedule allows the project manager to:
 Communicate the project plan easily to a variety of audiences
 Update project progress
 Monitor differences between planned and actual implementation
and make any required adjustments
To create a Gantt chart, follow these steps.
1. Create a list of tasks
2. Add columns to the task list to designate blocks of time.
3. Add columns to the chart to record start and end dates.
4. Draw a heavy line to illustrate the task duration.
Gantt charts usually display blocks of time in days, but for multi-year
projects, you may want to display blocks by month.
The Gantt chart can help you manage milestones: key events in the
completion of the project. These could be tasks such as completion of
data analysis, delivery of training or submission of a grant proposal.
You may find that you need to reduce the time, such as when there is a
fixed project completion date or key team members are only available for
a limited amount of time.
How could you reduce project duration?
20 | STEP 4: DEVELOP SCHEDULE
PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS
EXAMPLE

AIDS PREVENTION BACKGROUND STUDY
Tasks
Conduct Interviews
Schedule
Start
Date
End
Date
31-Jan
11-Feb
Day
1
Day
2
Day
3
Day
4
Day
5
Day
6
Identify interview locations
Day
7
Day
8
Day
9
Day
10
Day
11
Day
12
This bar shows the
duration of the task
Provide equipment/materials
Recruit & train staff
Identify interviewers
Develop interview process
Design workshop
Print materials
Arrange location
Invite participants
Conduct workshop
A diamond indicates a
milestone: the
completion of a
significant activity in
your project
STEP 4: DEVELOP SCHEDULE
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PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS
Step 5: Allocate Resources
Tools
Gantt chart
Budget
Assigning staff roles and responsibilities to each task item in the
agreement is critical for ensuring the activities occur as planned. A clear
vision of all the required tasks will also enable you to identify required
resources and develop an accurate project budget.
DEVELOPING THE BUDGET
Use the Gantt chart to help you develop a detailed budget.
The budget can be broken down into two categories: physical and
financial. Physical resources are the things you will need to implement the
project activities, including personnel, staff, equipment, supplies, and
travel. Financial resources are the monetary costs required to acquire the
physical resources.
22 | STEP 5: ALLOCATE RESOURCES
PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS

ASSEMBLE THE TEAM
Team members are those persons who participate in planning and
implementing the tasks necessary to achieve the project objectives.
To assemble your project team:
● Determine expertise needed
● Interview potential team members
● List responsibilities and expectations
● Define internal communication methods and frequency
Consider among your resources the project’s stakeholders. Remember
that a stakeholder is anyone who has a vested interest in the project.
Don’t forget your customers: anyone who will use the product or service
created by the project can also be a valuable resource.
THE PROJECT CHAMPION
A successful project requires someone to promote the benefits of pursuing
it, while also justifying the organization's investment. This is the role of
the project champion.
Champions are strong allies in positions of authority who can advocate for
your project and help remove barriers.
PROJECT TEAM EXPECATIONS
Project managers expect
Team members expect
the team to
the project manager to
STEP 5: ALLOCATE RESOURCES
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PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS
Exercise 4 Create a Gantt Chart Schedule
and Assign Responsibilities
1. On the attached Gantt chart worksheet, fill in your team’s project tasks
from the Work Breakdown Structure.
2. Estimate how long it will take to complete each task.
3. Using the network diagram, determine which tasks can be undertaken
simultaneously to complete the project plan in minimum time.
4. Fill in the time schedule by placing horizontal bars according to a time
frame appropriate to the project plan (e.g. days, weeks, months).
5. Assign staff responsibilities to each of the project tasks.
6. How can you build camaraderie and establish good working
relationships in your new team?
24 |
STEP 5: ALLOCATE RESOURCES
PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS

Gantt Chart Schedule Worksheet
Tasks
Schedule
Start
Date
Assigned To
End
Date
STEP 5: ALLOCATE RESOURCES
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PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS
Step 6: Create A Plan to Address Risks
Tools
Risk management plan
Even with the best planning, there will be risks and unexpected events
that will occur in a project. If you and your team have planned for the
possibility that something may go wrong, dealing with it when it happens
is likely to be less damaging to the project outcome.
AREAS OF RISK
Risks to projects often fall in the following categories:
Schedule
Resources
Tasks with many people assigned
Tasks using scare resources
Underskilled people assigned
Human resources issues: Illness, staff turnover
Budget
Uncertain budget resources
Shifts in budget priorities
Uncertain resource or contract costs
Scope
Uncertainty because of new product development
Changing customer requirements
Availability of tools and techniques
Large number of unanticipated defects
External
events
26 |
Tasks with several predecessors
Tasks estimated unrealistically
Tasks reliant on external dependencies, such as delivery from a vendor
Major milestones
Policy changes
Natural, man-made, political, economic, or organizational crises
STEP 6: CREATE A PLAN TO ADDRESS RISKS
PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS

CREATING A RISK MANAGEMENT PLAN
There are four basic components to effective risk management:
1. Identify the potential risks
2. Quantify the impact of each risk
3. Prioritize which risks are most important to contain
4. Develop risk reduction strategies
1. IDENTIFY THE POTENTIAL RISKS
Review the project with your team and think about factors or events
which could impact the project. Ask yourselves:
What could cause delays in the schedule?
 What might threaten the quality of the deliverables?
 What might increase costs beyond the budget?
 What is the risk of people or resources not being available when
needed?

2. QUANTIFY THE IMPACT OF EACH RISK
With your project team, categorize the probability and impact of all
potential risks.
 Your results will determine which risks are the top risks to pursue
and respond to, and which need less attention.
 Consider the likelihood of the risk occurring and the potential
impact on the project cost, schedule or quality.
3. PRIORITIZE WHICH RISKS ARE MOST IMPORTANT TO CONTAIN
Use the results of your analysis to identify the risks which present the
greatest threat to your project.
4. DEVELOP RISK REDUCTION STRATEGIES
For high priority risks, create a plan to reduce risks that may include:
Preventive plan to prevent the risk from occurring
 Contingency plan to define what to do if the risk occurs
 Identified threshold point which will alert the team to take
action
 An assigned risk manager for each risk

STEP 6: CREATE A PLAN TO ADDRESS RISKS
|
27

PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS
EXAMPLE
AIDS PREVENTION BACKGROUND STUDY
In our example a risk could be that community members are reluctant to
be interviewed.
What impact would this have on the project?
Exercise 5 Create a Risk
Management Plan
1. Working individually, use the worksheet on the following page to
identify up to 5 realistic risk scenarios that this project might face.
2. Note the risks you consider greatest, based on probability and
impact.
3. Share your analysis within your group, and discuss the risks you
have identified. Reach a consensus on the risks that should be a top
priority.
4. For the top priority risks, brainstorm the best approaches to respond.
Describe your decision.
5. Identify what event will cause action for each risk.
28 |
STEP 6: CREATE A PLAN TO ADDRESS RISKS
PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS

Risk Management Planning Worksheet
Primary Risk Areas
High
Probability?
(Y/N)
High
Impact?
(Y/N)
Response Plan
Take action when:
1.
2.
3.
4.
5.
STEP 6: CREATE A PLAN TO ADDRESS RISKS
|
29

PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS
Step 7: Develop Communication Plan
Tools
Communication plan
Communication planning should be designed to achieve the following
requirements for the project:





30 |
Project sponsor and customers are fully aware of state of
project
All other stakeholders who need to be informed of project
progress are receiving adequate information
Team members are fully aware of state of project, including
any revisions or changes
Team members understand their specific assignments and
how they fit into the overall project
Project team meets on regular basis to discuss
accomplishments, status, share new information, and plan
near term activities.
STEP 7: DEVELOP COMMUNICATION PLAN
PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS

Exercise 6 Create a
Communication Plan
1. Review the template on the following page.
2. Considering the stakeholders you identified in Exercise 1, complete
the rest of the table to create a project communication plan for your
team project.
3. Discuss with your team: What people skills are required for a
communication plan to succeed?
STEP 7: DEVELOP COMMUNICATION PLAN
|
31

PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS
Communication Plan Worksheet
Stakeholder
32 |
STEP 7: DEVELOP COMMUNICATION PLAN
Types of communication
Frequency
Person responsible
PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS

SUMMARY - PLAN
Thorough and thoughtful planning can help reduce surprises and
increase the probability of your project’s success.
 The project champion, as a true believer in the project, can have
a great impact on the project’s success.
 There are seven major activities in the planning process:
1. Define project tasks
2. Determine task dependencies
3. Develop schedule
4. Create resource plan with responsibility assignments
5. Develop project budget
6. Identify major risks
7. Create communication plan

FOR REFLECTION
Circle the attributes of a good project manager that are important during
the Plan stage.
Initiate &
Define
Plan
Communication persuading negotiating listening
Organizational
planning
analyzing
goalsetting
Team building
motivation
team spirit
empathy
Leadership:
sets
example
vision
delegates
positive
attitude
Coping:
flexibility
patience
persistence
creativity
Technical
project
knowledge
experience
energetic
Implement &
Control
Close
STEP 7: DEVELOP COMMUNICATION PLAN
|
33

PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS
Implement & Control
Implement & Control Checklist
Review status reports
Communicate with team and stakeholders
Resolve conflicts
Manage change
Step 8: Implement the Project
Tools
Status reports
Review meetings
Budget variance
Change management
It is the primary role of the project manager to ensure that the project is
progressing according to the objectives, and to have a system for
detecting problems early before they can have a negative impact.
Project control manages the requirements of time, cost, quality and scope
as well as monitors the development of risks to the project plan.
34 |
STEP 8: IMPLEMENT THE PROJECT
PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS

METHODS TO MANAGE IMPLEMENTATION
Method
Meetings
How I Will Use in My Project
Reports
Budget
Change
Requests
For complex projects, where you expect significant changes (such as
development of a human resources information system) you may
need to design a formal change process, with change request forms
and approval procedures.
STEP 8:
IMPLEMENT THE PROJECT
|
35

PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS
Step 9: Monitor and Take Corrective Actions
Tools
Gantt chart
Network diagram
Budget
Communication plan
The tools that you used to plan your project will help you monitor and
control the project. Use the tools to determine thresholds that will trigger
reaction, and to identify the individual responsible for taking action.
Planning Tool
Use to
Gantt chart
Track progress of the project activities
Network diagram
Gantt chart
Identify tasks at risk if responsible person
becomes unavailable
Budget
Compare actual expenditures to the
original budget
Project workplan
Review and manage the scope of the
project and quality requirements
Communication Plan
Track effectiveness of communications
These tools are dynamic - it is normal for any of them to change
during the project.
36 |
STEP 9: MONITOR AND TAKE CORRECTIVE ACTIONS
PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS
EXAMPLE

AIDS PREVENTION BACKGROUND STUDY
Project Control Plan Worksheet
Planning Tool
Indicator
Element
Trigger
Responsible for
Action
Gantt chart
Task end date
2 days late
Task owner
Gantt chart
Vendor work schedule
Unavailable for >3
days
Project manager
Budget
Actual cost
> 5% over budget
Department manager
STEP 9:
MONITOR AND TAKE CORRECTIVE ACTIONS
| 37

PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS
Exercise 7 Create a Project Control
Plan
1. Review the tools you created during the planning phase.
2. Identify the essential elements of a control plan for your specific
project.
3. Use the worksheet on the following page to determine the planning
tool, indicator elements, triggers and person (job title) best suited to
be responsible.
4. Discuss in your group: Are there additional possible situations that
may arise during implementation that could jeopardize the success
of the project? If so, how would you manage these?
38 |
STEP 9: MONITOR AND TAKE CORRECTIVE ACTIONS
PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS

Project Control Plan Worksheet
Planning Tool
Indicator Element
Trigger
Responsible for Action
STEP 9:
MONITOR AND TAKE CORRECTIVE ACTIONS
| 39

PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS
SUMMARY – IMPLEMENT AND CONTROL
Tools you create in the planning phase will help you manage the
implementation of the project.
 Project review meetings help ensure your project stays on track
and can help identify risks to your project.
 Monitor the risks that you identified during the planning stage to
avoid surprises that can affect the time, cost or quality of your
project.
 Stay in tune with your team to make sure they remain
enthusiastic and energized, particularly during long projects.

FOR REFLECTION
Circle the attributes of a good project manager that are important during
the Implement & Control stage.
Initiate &
Define
Communication
persuading
negotiating
listening
Organizational
planning
analyzing
goalsetting
Team building
motivation
team spirit
empathy
Leadership:
sets
example
vision
delegates
positive
attitude
Coping:
flexibility
patience
persistence
creativity
Technical
project
knowledge
experience
Plan
Implement
& Control
Close
40 |
STEP 9: MONITOR AND TAKE CORRECTIVE ACTIONS
energetic

PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS
Close
Close Checklist
Obtain approval of deliverables
Conduct post-project review with team
Conduct post-project review with
stakeholders
Celebrate success
Complete final reports
Make suggestions for future projects
Step 10: Close Out and Document
Tools
Post project review
When the customers of a project accept the final product or services, the
project can be closed out. Closing out and documenting the results of the
project, including lessons learned, is a critical part of the overall project
management method. Only by reviewing what happened during the
project can the team learn how to improve project management in the
next phase. It is also important to document knowledge gained for others
who come later.
PROJECT CLOSE-OUT ACTIVITIES
Four steps are recommended for the project close-out phase:
1. Project review and feedback from customers and project sponsor
2. Team analysis of project process and ideas for improvements
3. Create final close-out report
4. Celebrate success!
STEP 10:
CLOSE OUT AND DOCUMENT
|
41

PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS
Team Post-Project Worksheet
Team Post-Project Review
Project Name: ___________________________
Review Date: ______________
Overall Evaluation of the Project
What was the overall mission of the project? Provide a short description based on your
understanding of the project.
In general, would you say the project was successful? Why or why not?
How close was the project to meeting its scheduled completion date?
How close was the project to being completed within budget?
Did the project meet its final stated objectives? Why or why not?
Project Management Issues
Did the project have a sponsor? If so, what was his or her role during the project?
What tools and techniques were used in planning and tracking the project?
Did the scope of the project change after it was under way? If so, what was the overall
impact of the change of scope? How were changes approved?
How was project status communicated during the course of the project?
How were risks managed for the project? Were they identified ahead of time?
Did any unforeseen occurrences hinder the progress of the project?
What recommendations do you have for improving project management next time?
42 |
STEP 10:
CLOSE OUT AND DOCUMENT
PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS

Collaboration and Team Issues
How effective was the overall leadership of the project? Did the project manager have
the resources and support required to be as effective as she or he could be?
In general, how well did the team members collaborate? Why was this so?
Did team members work together in a single physical area or were they physically
separated?
What were the primary modes of team communication? Which worked best? Which
worked least well?
Were all team members available at the times they were needed for project work or
status meetings?
What impact did this have on the project?
Were all stakeholders and subject matter experts available to answer questions when
needed? What impact did this have on the project?
What recommendations do you have for improving team collaboration next time?
What recommendations do you have for improving communication and reporting?
Participant Name: ________________________________________________
Participant Signature: _____________________________________________
Evaluation Date: _________________________________________________
STEP 10:
CLOSE OUT AND DOCUMENT
|
43

PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS
SUMMARY – CLOSE
Celebrate success!! Be sure to acknowledge the team and
members who have made extraordinary contributions.
 Conduct a post-project review as promptly as possible, while
lessons learned are fresh in the team’s mind.
 Share the lessons you’ve learned to help other projects achieve
their goals.

FOR REFLECTION
Circle the attributes of a good project manager that are important during
the Close stage.
Communication persuading negotiating listening
Initiate &
Define
Organizational
planning
analyzing
goalsetting
Team building
motivation
team spirit
empathy
Leadership:
sets
example
vision
delegates
positive
attitude
Coping:
flexibility
patience
persistence
creativity
Technical
project
knowledge
experience
Plan
Implement &
Control
Close
44 |
STEP 10:
CLOSE OUT AND DOCUMENT
energetic
PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS

Conclusion
Summary
A project is a temporary endeavor undertaken to create a unique product
or service. Projects can last a few weeks or several years. Regardless of
their scope, successful projects are the result of meticulous project
management. Successful project managers combine their planning, people
and technical skills to guide the project to completion. In this workshop
you have learned the basic methods and tools that support high quality
project management.
Congratulations!
Now that you have completed this workshop you should be able to:

Write a project workplan

Generate a work breakdown structure

Develop a network diagram and schedule

Track and manage the project

Close-out and conduct post project reviews to ensure
continuous learning
What’s Next?
Use Appendix A to help you complete each of the phases of your
next project.
 Identify additional skills you would like to strengthen, such as
budgeting, team leadership or communication, to help you be a
successful project manager.
 Join project management professional organizations
 Try these web sites for additional information about project
management

Project Management Institute
http://www.pmi.org/Pages/default.aspx
SUMMARY
| 45

PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS
International Project Management Association
http://www.ipma.ch/Pages/default.aspx
Association for Project Management
www.apm.org.uk
46 |
WHAT’S NEXT?
PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS

References
DeWeaver, Mary F. and Gillespie, Lori C., Real-World Project
Management: New Approaches for Adapting to Change and
Uncertainty. New York: Quality Resources, 1997
Frame, J. Davidson, Managing Projects in Organizations: How to Make
the Best Use of Time, Techniques, and People. San Francisco: JosseyBass, 1995
Greer, Michael, The Project Manager's Partner: A Step-by-Step Guide to
Project Management. Amherst, MA: HRD Press, 1996
Greer, Michael, The Manager's Pocket Guide to Project Management.
Amherst, MA: HRD Press, 1999
Heerkens, Gary R., Project Management. New York McGraw Hill, 2002
Lewis, James P., Fundamentals of Project Management. New York:
AMACOM, 1997.
Lock, Dennis, Project Management (Sixth Edition). New York: Wiley,
1996.
Martin, Paula, Getting Started in Project Management. New York: John
Wiley & Sons, 2001.
Martin, Paula, Project Management Memory Jogger™ GOAL, 1997.
Posner, BZ, What it Takes to be a Good Project Manager, Project
Management Journal 18, No. 1 March 1987.
Project Management Institute, Project Management Institute Practice
Standard for Work Breakdown Structures. Project Management
Institute; October 2001.
Wysocki, Robert K. et al., Effective Project Management, 3rd Edition.
New York: Wiley, 2003, ISBN: 0-471-43221-0.
REFERENCES
|
47

PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS
Wysocki, Robert K. et al., Building Effective Project Teams. New York:
Wiley, 2001
48 |
REFERENCES
PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS

Appendices
Appendix A: Applied Learning Project
Appendix B: Glossarty of Terms
Appendix C: Course Evaluation Form
50
55
58
APPENDICES
| 49

PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS
Appendix A
Applied Learning Project
About This Section
This section of the workbook is intended to assist you as you practice
your project management skills after you complete the project
management workshop. Use the checklists and questions to help you
manage an existing project or begin a new project. Refer to your
participant workbook for more information about each phase of project
management.
Use the checklists and questions to help you manage an existing project
or begin a new project.
Keep a project management file for your project to track your progress
and the methods and tools that are most helpful for you. Include
documentation and tools that you use to define, plan, implement, and
close your project, including the materials you use from this workbook.
Use this information to review your progress with your supervisor.
Questions are provided at the end of each process improvement step. Use
these questions to think about your own experiences and to identify
methods you may use in the future.
My Project
Project Title
Project Description
Project Start Date
50 | APPENDIX A APPLIED LEARNING PROJECT
PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS

Initiate and Define
Activities Checklist
This section provides a checklist related to the Initiate and Define phase.
It assumes that you have already decided what project to do. You can use
the checklist to assure that the project has completed the activities
related to effective definition of project scope. Use the tools if you need
them based on your project’s requirements.
Initiate & Define Check List

Project agreement meeting held

Project scope agreed upon by the key
stakeholders

Stakeholder requirements identified

Deliverables identified and agreed upon

Quality requirements identified

Critical success factors agreed upon

Project assumptions identified
Project
workplan

Preliminary staffing requirements identified
Project
workplan
Project
workplan
Project
workplan
Project
workplan
For reflection after you have completed this step:
What methods and tools did you use to manage the Initiate and Define
phase of your project?
What difficulties did you encounter during this phase?
What will you do differently in the future?
APPENDIX A APPLIED LEARNING PROJECT
|
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
PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS
Plan
Activities Checklist
This section provides a checklist related to the Plan phase. You can use
the checklist to assure that the project has completed the activities
related to effective project planning. Use the tools if you need them based
on your project’s requirements.
Plan Check List

Project dependencies identified

Has the project’s schedule developed?
Work
breakdown
structure
Network
diagram
Gantt chart

Project budget developed
Project budget



Project activities and tasks identified
Risk management plan defined and documented
Communication management plan defined, and
documented
Risk
management
worksheet
Communication
matrix
For reflection after you have completed this step:
What methods and tools did you use to manage the Plan phase of your
project?
What difficulties did you encounter during this phase?
What will you do differently in the future?
52 | APPENDIX A APPLIED LEARNING PROJECT
PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS

Implement and Control
Activities Checklist
This section provides a checklist related to the Implement & Control
phase. You can use the checklist to assure that the project has completed
the activities related to effective project implementation. Use the tools if
you need them based on your project’s requirements.
Implement & Control Check List

Progress of specific activities tracked

Effective communication occurring

Regular status meetings held

Working well as a team

Stakeholders satisfied

Budget variances identified

Requests for change managed
Gantt chart
Communication
Plan
Meeting
minutes
Team Meeting
Communication
plan
Budget
Change
request form
For reflection after you have completed this step:
What methods and tools did you use to manage the Implement &
Control phase of your project?
What difficulties did you encounter during this phase?
What will you do differently in the future?
APPENDIX A APPLIED LEARNING PROJECT
|
53

PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS
Close
Activities Checklist
This section provides a checklist related to the Close phase. You can use the
checklist to assure that the project is concluded methodically and that
lessons learned are noted. Use the tools if you need them based on your
project’s requirements.
Close Check List

All deliverables completed
Project agreement

All deliverables approved
Project sign off

Post-project review performed with the project
team, client, vendors and management

Project completed on time
Post project review
worksheet
Stakeholder
requirements
worksheet
Gantt chart

Project completed within budget
Budget

Team celebrated its success

Recommendations for future projects documented

Stakeholders satisfied with the project outcome
Post project review
worksheet
For reflection after you have completed this step:
What methods and tools did you use to manage the Close phase of your
project?
What difficulties did you encounter during this phase?
What will you do differently in the future?
54 | APPENDIX A APPLIED LEARNING PROJECT
PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS
Appendix B

Glossary of Terms
ACTIVITY
An element of work performed during the course of a project. Activities
are subdivided into tasks.
BASELINE PLAN
The original approved project plan. It can include a budget baseline,
schedule baseline, performance measurement baseline.
BOTTOM-UP BUDGETING
A budgeting method which estimates the requirements for each task then
combines detailed costs to create a total budget.
CHAMPION
An ally in a position of authority who can advocate for a project and help
remove barriers
CHANGE MANAGEMENT
A process for managing change that involves documenting change
requests, then making decisions to implement or reject based on their
benefits and impacts.
CONTROL
Actions to ensure that work proceeds according to plan. Control involves
assessing progress, comparing actual performance to plan, evaluating
variances and taking corrective actions when needed.
CUSTOMERS
A customer is anyone who will use the product or service created by the
project or program. Customers can be defined as those internal to the
organization and those external to the organization. No financial
transaction need occur.
CRITICAL PATH
The longest series of tasks, in terms of time, on a project network
diagram. The critical path helps you determine the earliest possible
completion date for a project.
APPENDIX B GLOSSARY OF TERMS
|
55

PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS
DELIVERABLE
The tangible output or end product of a task or project.
DEPENDENCY
The relationship between two tasks where one task depends on the
completion of another.
FLOAT
The amount of time a task can be delayed before it impacts the project
finish date. The difference between the task’s early finish and its late
finish. Also known as slack.
GANTT CHART
A time-scaled calendar graphic which displays tasks scheduling and status.
It is named in honor of Henry Grant, an engineer and workplace
consultant of the early 20th century.
GOAL
The general purpose of a project. Typically it is a response to a problem
or a new opportunity.
MILESTONE
A significant event which marks completion of some aspect of a project.
NETWORK DIAGRAM
A graphic which displays logical relationships of project activities such as
task dependencies, duration and critical path
OBJECTIVE
Specific measurable achievements expected as a result of the project.
PARALLEL TASKS
Tasks which are not dependent on each other, and therefore capable of
being conducted simultaneously.
PROCESS
An on-going and repetitive series of actions within an organization that
uses inputs to achieve an output.
56 | APPENDIX B GLOSSARY OF TERMS

PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS
PROGRAM
A coordinated effort in a specific subject area that forms a fundamental
part of the mission of an organization to improve public health.
PROJECT
A temporary undertaking with a beginning and end to be completed by
one or more people within constraints of time, budget and quality to
create a unique product or service.
PROJECT MANAGEMENT
The application of knowledge, skills, tools, and techniques to project
activities in order to meet or exceed stakeholder needs and expectations
from a project.
RISK
The possibility of an event that threatens the success of a project.
SCOPE
The magnitude of work that must be done to complete a project.
STAKEHOLDER
Anyone who has a vested interest in the project or program. This includes
individuals within the organization, as well as persons from other
organizations or work units that might be interested in or affected by the
project or program.
TASK
The smallest unit of work resulting in a defined output.
TRIPLE CONSTRAINT
The term for the three major aspects of projects that are interdependent
in affecting project outcomes: time, cost and scope
VARIANCE
Any deviation from planned performance, such as a schedule change or
cost increase
WORK BREAKDOWN STRUCTURE
A hierarchical list or diagram which is used to define and organize all the
tasks required for a project.
APPENDIX B GLOSSARY OF TERMS
|
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
PROJECT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS
Appendix C
Course Evaluation Form
Project Management for Public Health Professionals
Evaluation
Please help us improve the workshop by responding to the following statements.
Scale Definition: 1-Strongly Disagree
2-Disagree 3-Neither Agree nor Disagree
4-Agree
5-Strongly Agree
1. Course objectives were well communicated
1
2
3
4 5
2. The training was built to match the way I need to do my job
1
2
3
4 5
3. Adequate time was allotted for explanations/practice
1
2
3
4 5
4. The training materials were well written
1
2
3
4 5
5. Job aids are available to support what I learned
1
2
3
4 5
6. I know where to get assistance when I return to my job
1
2
3
4 5
7. Overall the class was satisfactory
1
2
3
4 5
What did you like most about the class?
How can we improve the class?
Do you have any additional questions regarding this topic?
If you wish us to contact you, please provide the following information:
Name
Email
58 | APPENDIX C COURSE EVALUATION FORM
Telephone Number