Handbook of exercises for transportation sector personnel
Project Management and Checklists for Exercises
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- Navigate this page:
- Seminar Exercise Checklist
- Planning Process – Seminar Exercise
- Suggested Meeting Agenda Topics – Seminar Exercise
- Executing Process – Seminar Exercise
- Controlling Process – Seminar Exercise
- Closing Process – Seminar Exercise
Project Management and Checklists for ExercisesFor the purposes of this document the term project management is defined as the application of knowledge, skills, tools, and techniques to achieve a specific goal, with a discrete beginning and end. Project management is accomplished through the appropriate application and integration of 47 logically grouped project management processes, such as human resources and risk management, which are categorized into five process groups. These five process groups are: initiating, planning, executing, monitoring and controlling, and closing. Due to the tremendous variance in organizational form, the supporting structures may exist in a variety of designs to support the five basic activities. This exercise book uses the five processes as the framework for managing the exercise development and implementation from beginning to end. Exercise designers may use any of several approaches to developing the activity. Because many transportation sector agencies use the project management system for day-to-day work, the handbook uses this approach for exercise development, as well. Sample Checklists for are provided to demonstrate the application of the project management methodology to the exercise development activities. As with all project management-driven activities, the exercise development starts with the Initiation Process, which ends with the creation of the exercise’s charter. The second phase is the Planning Process, which theoretically remains open until the closing process. However, due to the short time frame for the execution process, modification of the plan is remanded to the controllers or facilitators. Therefore, additional effort is required during planning to ensure the highest likelihood of success. This can be accomplished by including the facilitators/ controllers and evaluators, as soon as they are identified, in the planning process. Development of an exercise is a complex process that requires the coordinated participation of several departments within an organization, and possibly also outside organizations. The method for spreading this work among various groups is called the work breakdown structure (WBS). The exercise development work may be conducted using a WBS based on either a model previously created by your organization, or the Incident Command System’s five part organization structure. Some organizations use project management for construction or development work, and may already use a project management software product. An internally known software package may provide structured guidance for organizing the various streams of work that have to be done in concert by different groups. The HSEEP Toolkit (HSEEP, Toolkit System, n.d.) includes a simplified method for charting work plans and delivery dates that might be useful for an organization that does not have a project management software package. Because there are multiple agencies involved in many exercises, it is important to determine exactly which knowledge, skills and abilities (KSAs) will be used by each organization in this exercise. As the planning progresses it is possible that agencies may wish to augment their KSAs, which may make the planning process unmanageable. Therefore, documentation of KSAs and scope during charter development is critical when multiple participating organizations are involved. At certain points in the Checklists for, reference to communication within the exercise appears. Communication methods are specifically identified to aid the controllers/evaluators/ facilitators in coordinating/adjusting exercise play. Additional layers of communication, possibly even a complete communications plan, may be required, with the number and types of communication methods dependent upon the complexity of the exercise. When using the project management approach the exercise must be evaluated for its likelihood of success. This evaluation is known as risk management, and informs the exercise developer about whether the exercise as designed is worth the investment in time and cost, and whether it is likely to achieve the desired outcomes. The location, equipment and activities should all be reviewed to ensure that all personnel involved can be successful during all phases of the exercise. The evaluation may include not only the risk management personnel but all participating agencies with knowledge of operational practices related to the exercise. Application of risk management will ensure that adequate staffing, resources and experienced safety and oversight personnel are present. If this level of support is not available for cost reasons, it is recommended that the scope of the exercise be narrowed, a simpler exercise type be used, or a combination of the two. If you are unsure of which exercise type to employ, select the one closest to the description you have been assigned, once you have compared it to the exercise description section of this book. Use the associated exercise Checklists for until greater clarification of the exercise is obtained through the Initiating Process Group. You can switch to the more appropriate exercise Checklists for anytime during the Initiating Process.
Initiation Process - Seminar ExerciseIdentify Driver(s) Contract
Specific wording concerning exercise. Grant What was stated in the Grant/Application? Code/Legislative Requirement What does the code/legislation state and require? Political For what specific purpose? Internal What is motivating this change? Identify Stakeholders Establish Stakeholder’s List Name Organization Contact Information Position Identify Funding Streams Discretionary General Fund - Budgeted for Exercise Grant Funding Identify Scope of Exercise Who will be the lead agency? Who are the participants? Road
Rail Mass Transit Public Works First Responders: Police, Fire, EMS Emergency Management Jurisdictions Involved Special District Local: City, County Regional, MPO State
Federal Identify Scenario Restrictions Establish Charter Identify Exercise Director Internal and External Restrictions HSEEP Compliance Identify Goal and Objective(s) of Exercise
Technical (field) Procedural (management) Legal
Speaker Site Selection Bathroom Facilities Seating Audio/Visual Safety Plan Medical/Fire Resources List and Their Sources Handouts
Background Location Description/Map Existing Plans Scenario
Scenario Development Realistic/Believability by Participants Location Set-Up and Tear-Down Plan (who brings what; sets it up/takes it down) Check-In/Out Audio/Visual Directions (email, mail, handouts) Exercise Documentation Print
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