Question 1)a) As a project manager, describe how you will motivate your
i) managerial staff
ii) workers on project site
[3 independant measures for each]
b) Describe transformational leadership and transactional leadership with an example each. Which style is better? Why?
c) “Mivan” is a very versatile formwork. Describe with proper examples.
Question 2)a) Explain the process and importance of performing competency mapping in an organisation with a suitable example.
b) What is gap analysis? How is it done? How are the gaps closed? Can new gaps be created? How?
c) What is strategic management? Why is it essential in the global era? Describe, giving examples.
Question 3) As a result of conducting the training needs assessment of site engineers executing nuclear power projects, on behalf of contractor, the following findings emerged
a) 70% of personnel were not proficient in understanding intricacies associated with such projects and 40% of theses personnel did not have any field experience associated with such execution
b) 30% personnel were unable to interpret the working drawings properly.
c) The execution needed preparation of “Mockups” for very special items and getting them approved by the client, but no engineer was exposed to such system, in their previous work experience.
d) 80% engineers were very good in execution of specified work through use of method control statement, nevertheless they lacked co-ordination skills with different agencies involved.
e) 50% personnel were very poor in reporting systematically and promptly and therefore the planning department was frequently under pressure.
f) 25% staff was not conversant with use of latest construction materials, technique and machineries.
g) Site documentation was proper in general, but was not in accordance with the ISO 9001:2000 procedures.
h) 15% engineers were unable to use existing soft ware’s related to procurement, billing and MIS.
i) 65% of the staff faced linguistic communication problem while dealing with the sub-contractors, labours and vendors because of multi-linguistic communications required.
j) Safety policies, procedures and techniques were not being implemented effectively on the site.
Client-Contractor relationships were strained due to the above scenario. Also the progress of the site was very slow. As a result, the interim billing of the contractor was drastically affected.
The total number of site engineers associated was 20. The average yearly package of each engineer was Rs. 4 lakhs. The project packages, together value Rs. 3000 crores, expected to be completed within a period of 36 calendar months.
You are a HR manager of the contracting firm.
Design and develop cost effective, training programme, taking due consideration of the various requirement of the training programs, trainees and the trainees, in order to generate profit and credit worthiness from the site execution team. Make related, essential assumptions.
Also create a feedback form for evaluating the training given.