Practice Listening Business English Exercises for B1 – Projects

A

1 d, a   2 e, b   3 c, f

B

1 1,700   2 1,700   3 five   4 four   5 four

6 30,000   7 1,900   8 190   9 55   10 77

11 four   12 375   13 33   14 12

Audioscript

China’s Grand Canal, which connects the cities of Beijing and Hangzhou is 1,700 kilometres long. It’s the longest arti­ficial waterway in the world, and an important shipping route through the years. But what’s more amazing than the length of the canal is its age. Work on the project began in the fifth century BC – more than 2,500 years ago. There was never a plan or budget for the whole project. A series of Chinese governments built and extended the canal in sections over a period of 1,700 years, finally ­finishing it in the 1280s. When they were working the hardest on the project, ­five million men and women were involved in the construction – mostly labourers, but also engineers. Today, only the section between the cities of Hangzhou and Jining– about 500 kilometres – is open for shipping. It is about 100 metres wide at its narrowest point.

In some places, the canal is less than a metre deep. The Suez Canal in Egypt connects the Mediterranean Sea and the Red Sea. Work started in 1859. They thought the project would take six years, but they finished later than planned, in 1869 – four years behind schedule. At one point ­five million people worked on the project – mostly labourers, but also engineers, accountants and project managers.

Some sources say that at least 30,000 people were working on the canal at all times during its construction. The project ran 1,900 percent over budget. The total cost was $100 million. But it is still one of the most important shipping routes in the world. With a length of about 190 kilometres, the canal makes the journey between the North Atlantic and the Indian Ocean much shorter than going around Africa. It reduces the trip by 7,000 kilometres, making the journey less difficult and time-consuming. At its shallowest point, the canal is about twelve metres deep and ­fifty-­five metres wide.

The Panama Canal, in Central America, connects the Atlantic and Paci­ c Oceans. In 1881, a team from France started work on the project after seeing the success of the Suez Canal. However, the Panama team had to work a lot harder than the Suez team. Construction in the jungles of Panama wasn’t as straightforward as digging in Egypt’s dry, sandy desert. In fact the digging itself was the least challenging part of the job. Dealing with the heavy rains made work impossible at times. The team missed target after target, soon falling behind schedule. They ­finally gave up in 1889, when they ran out of money. Fifteen years later, an American team took over the project. Work on the canal began again in 1904. It took 75,000 workers ten years to build the seventy-seven-kilometre canal – four years longer than the original estimate of six years. The team included engineers, specialized machine operators and of course labourers. Finally, in August 1914, the ­first ship passed through the canal. Amazingly, although the canal cost $375 million to build, the project came in $23 million under budget. At its narrowest point, the canal is about thirty-three metres wide and twelve metres deep.

1 longest   2 more amazing   3 hardest   4 later

5 most important   6 shorter   7 less difficult

8 harder   9 as straightforward as   10 least challenging

Audioscript

1   It’s the longest arti­ficial waterway in the world.

2   But what’s more amazing than the length of the canal is its age.

3   When they were working the hardest on the project, ­five million men and women were involved in the construction.

4   They ­finished later than planned.

5   It is still one of the most important shipping routes in the world.

6   The canal makes the journey between the North Atlantic and the Indian Ocean much shorter than going around Africa.

7   It reduces the trip by 7,000 kilometres, making the journey less difficult and time-consuming.

8   The Panama team had to work a lot harder than the Suez team.

9   Construction in the jungles of Panama wasn’t as straightforward as digging in Egypt’s dry, sandy desert.

10   In fact the digging itself was the least challenging part of the job.

A

1 Bid B   2 Bid C

B

Audioscript

Bid A

We can start the installation two weeks from now, on February twentieth. It will take our two technicians ­five days, but you can continue working in the office the whole time, so it’s convenient. Our price doesn’t include product support – we can provide a separate bid for that. But we do guarantee the hardware and the installation for three years. We can do the job for 13,000 euros.

Bid B

We can do the job next week, on February the thirteenth. We can send ten technicians and ­finish the job in one day, but you’ll need to leave the office completely empty for us, so we can work. The price includes full product support and training, if you need it. This also includes the hardware manufacturer’s standard one-year guarantee. It will be 17,000 euros for everything.

Bid C

We need to order the hardware from our supplier, and it will take three weeks to deliver. That means I can start the job one month from today – on the sixth of March. I’ll do the installation myself, over three weekends – so it will take three weeks to finish, but you won’t see me. It won’t interrupt your work at all. I’m happy to give full product support, and I guarantee the entire installation for two years. The whole package is 11,000 euros.

A

a stand-up meeting

B

1   fifteen minutes

2   to bring everyone up to date about what is going on in the team

3   every morning

4   9 a.m.

5   to decide who speaks

6   what they did yesterday, what they plan to do today, any impediments

7   The team leader will discuss follow-up action with individuals as necessary.

Audioscript

Part 1

Welcome to our ­first stand-up meeting. No sitting down. The idea is that these meetings will be over very fast, not more than ­fifteen minutes, and the aim is to bring us all up to date about what is going on in the team. This is very important. It is for all of us, not just for management.

From today these take place every morning at 9 a.m. This is a new type of meeting for most of us, so I will just explain what we plan to do.

It’s very simple. I will start by throwing this ball to a person. The person with the ball then gives the rest of us three pieces of information. One: What they did yesterday. Two: What they plan for today. Three: Any problems or impediments that they see. That’s it. No discussion. They then throw the ball to another person, who answers the same three questions. We go on until everyone has spoken. After the meeting I will then follow up and speak to individuals about any action items. Any questions? No? Good. OK. Let’s start with Jack. Catch!

A

Jack

worked on contract for China project; meeting with lawyers, complete draft contract; lawyers have limited time

Sal

sub-supplier meeting followed by lunch; write summary of meeting, brief production team leader; none

Tom

discussed logo ideas with department heads, met designer; work on logo designs, meet with remaining department heads; not all department heads available

Audioscript

Part 2

J = Jack   S = Sal   T = Tom   TL = team leader

J:   OK. Yesterday I worked on the new contract for the China project. Today I have a meeting with the lawyers to clarify some of the questions I have. So the draft contract is in progress, and I expect to complete it today. The only impediment I see is time – the lawyers say they can only give me one hour, and it may not be enough.

S:   Hi, everybody. So … I had a meeting with a sub-supplier in the morning, where we agreed some new deadlines. We followed up the meeting with a nice lunch. And then in the afternoon I went to the dentist. Today my plan is to ­finish writing a summary of yesterday’s meeting, and then I’ll be brie­fing the production team leader. I don’t see any impediments at the moment.

T:   OK, I’m planning to work on the designs for the new logo for the rest of today. Oh sorry … Yesterday I spent most of the day discussing ideas for the new logo … with different departments. That was difficult because I didn’t have any ­fixed appointments with anybody so it was really a matter of luck. … So today, as I said, I’ll be working on the designs and then I’ll be discussing them with the people I missed yesterday. Hopefully. If they are available. Oh, I nearly forgot. Yesterday I also met with one of the new designers who will be working on this project until the end. Thank you.

TL:   Thank you, everybody. That’s great. My turn now. I’ve been working on the schedule for the factory shut down in November. Nothing to report. I’ll be spending most of today working on the plans and I hope to ­finish them this afternoon. I’ll then be discussing them with the boss before they go public, so I won’t be answering any questions at this stage.

Possible answers

1   Jack is handling that. He’s meeting with the lawyers today, and is hoping to finish the draft today too.

2   They agreed some new deadlines, but I haven’t seen them yet. I’m sure they’ll be OK.

3   Tom’s working hard on that. He’s going round the departments getting feedback, and he’s meeting with the designers. It’s all in hand.

4   Jack is doing the contract, Sal is writing up yesterday’s meeting and doing some briefings, and Tom is working on the logos. I’ll be focusing on the new schedule and the factory shutdown.

5   Yes, I can do that now if you like.

6   I should be in a position to do that this afternoon.

Audioscript

Part 3

B = boss   TL = team leader

B:   How are we doing with the redrafting of the China contract?

TL:   Jack is handling that. He’s meeting with the lawyers today, and is hoping to ­finish the draft today, too.

B:   That’s good. What about Sal’s meeting with the sub-suppliers yesterday? I saw her in the canteen. What’s happening with the deadlines?

TL:   Well, they did agree some new deadlines, but I haven’t seen them yet. I’m sure they’ll be OK.

B:   And where are we with the logo?

TL:   Tom’s working hard on that. He’s going round the departments getting feedback, and he’s meeting with the designers. It’s all in hand.

B:   Can you bring me up to date on the programme for today?

TL:   Well, let’s see, Jack is doing the contract, Sal is writing up yesterday’s meeting and doing some briefings, and Tom is working on the logos. I’ll be focusing on the new schedule and the factory shut down.

B:   Ah, yes. What’s the latest on the new schedule? Let’s see … Can you give me an update on the plans?

TL:   Yes, I can do that now, if you like.

B:   Fine. When will you be able to bring me up to speed on the factory shut down?

TL:   I should be in a position to do that this afternoon. Can I come round your office, say four-ish?

B:   Sounds good. Thanks.

A

1 a   2 d   3 b   4 c

B

1) ‘Save the date’ invitations to guest list – 2

2) Contract with actress Lana Gabler-Jones – 1

3) Engineer to explain wind turbines – 4

4) Food order for the event – 3

Audioscript

L = Lily   C = Carlos

L:   OK, Carlos, sorry, but this has to be really quick. I have to leave for the airport in ­five minutes, so let’s do this as quickly as possible.

C:   Sure, sure.

L:   Item one on the agenda is the ‘Save the date’ invitations. Are they ready to go?

C:   Yes, they are. The email is ready, it’s approved by Casa Paradiso – we just need to send it.

L:   OK, then let’s do that tomorrow.

C:   Great. No problem. Tomorrow is ­ ne. I’ll take care of that.

L:   Item two – the contract with Lana Gabler-Jones. Has that been signed yet?

C:   No, it hasn’t. Her agent – her name is Constance – says she’s very busy.

L:   We need to use her name to promote the event. We wanted that contract signed a month ago – July ­first.

C:   I know. We’re working on it.

L:   Well, we need it today, so just get it done. Can you do it today?

C:   Well, I can try. I can try. I’ll email her agent straightaway.

L:   OK, great. Now, item three. What’s this about an engineer?

C:   We talked about having an engineer explain how the wind turbines work. I’ve talked to a couple of people …

L:   Listen, I don’t think … I mean, an engineer? Sorry, but I’m not convinced. I think we need to focus on the fabulous hotel, and not on the engineering of the wind turbines. Can we just forget about that?

C:   Yeah, sure. I mean, you’re right. It’s probably just a waste of time. We can cut that.

L:   Now, the food order. Where is that?

C:   We don’t need to order the food until a couple of weeks before the event – so mid-September.

L:   OK. But we’ve chosen the catering company, right?

C:   Right. It’s called Sam’s Catering Company.

L:   OK, then let’s say we’ll do the food order on September ­fifteenth.

C:   September ­fifteenth? OK. No problem. I’ll ask Sarah to place the order.

L:   Anything else?

C:   No, I think that’s it.

L:   OK, thanks, Carlos.

C:   Yeah, thank you, Lily.

1 c   2 b   3 b   4 a   5 c

Audioscript

1   What’s happening with the logo?

      a   There’s no flexibility on this project.

      b   I’m drafting the contract.

      c   I’m working on the new designs.

2   Can you give me an update on the deadlines?

      a   I can’t compromise on this.

      b   We’ve agreed new ones.

      c   I’d like to help you.

3   Where are we with the contract?

      a   It’s in Australia.

      b   The draft is in progress.

      c   I can certainly do that.

4   What’s the latest on the office move?

      a   It’s going ahead on schedule.

      b   I don’t see the problem.

      c   I spend most of the day in the office.

5   Can you bring me up to date on today’s programme?

      a   Today I have a plan.

      b   I don’t see any impediments now.

      c   We’re meeting the new supplier.

1 c   2 b   3 b   4 c   5 b   6 a   7 c   8 c

Audioscript

1   Which project are they starting now?

A:   We completed the road on time, which was great. Now we’ve got to look at the hospital project.

B:   Shouldn’t we focus on the school first? I thought that was more urgent.

A:   You’re right. We need to make sure that’s on schedule. The hospital project starts next year.

B:   Exactly. The school deadlines are much earlier. We’ll discuss the hospital project at next month’s meeting.

2   What was the manager’s worst problem?

A:   We had a few setbacks with the project.

B:   What? We didn’t have enough staff, you mean?

A:   No. The weather was really bad and we couldn’t do anything for three weeks.

B:   What about the materials? I thought you said there were problems with the quality?

A:   There were, but they weren’t as bad as the weather issues. That was definitely our biggest problem.

3   Which hotel does the woman decide to stay at?

A:   I’ve found a good hotel for my trip – the Wold, right in the city centre.

B:   Did you check the reviews? It hasn’t got a good rating. Why not stay at the Twig Hotel? The reviews are great.

A:   It’s too far from the centre.

B:   You could try the Min Hotel, but that’s much more expensive.

A:   The one I found can’t be as bad as the reviews say. I’ll book that one.

4   How long will the installation take?

A:   I’m pleased to tell you we can start work in three days’ time.

B:   That’s great. How long will the whole thing take?

A:   We need six days in total. Four for the installation and then another two for product training.

B:   Are you sure training needs two days, can’t you do it in one?

A:   We find people can’t remember everything in one day. They come back the next day and they’ve forgotten most of the information.

B:   I see. Okay.

5   What is the woman going to do before the meeting?

A:   I’m just going out before the meeting.

B:   Where’re you going? Sightseeing?

A:   I haven’t got time for that. I’m going to visit a couple of apartments. It’ll save us a lot if we could rent an apartment here for our staff instead of paying for hotels.

B:   That’s a good idea. Will you have time for lunch?

A:   Probably not. I’ll get a sandwich or something.

B:   OK. Don’t be late for the meeting.

6   Why won’t the architect change the building plans?

A:   Can you give me an update on the building plans?

B:   I met the architect this morning, but he’s not very happy with our changes to the plans.

A:   He’s not saying the site’s too small for the changes, is he?

B:   No, not that. The changes meet the building regulations. He says it’s about safety and that he’s not prepared to compromise on that.

A:   Really?

B:   It’s okay, we’ve got time to change his mind or find another architect.

7   How do they arrive at the project site?

This is one of the most difficult sites we’ve ever worked on. It’s in the middle of nowhere. We get a train to the nearest city but then we need to get a boat to the island. There are no roads on the island so we can’t even drive when get there. We have to take everything we need to the site by horse and cart. Can you imagine?

8   What mistake did the man make?

A:   Have we got everything for moving into the new office?

B:   Yes. The decorating’s finished and the equipment is going in tomorrow, so it‘ll be ready by Monday.

A:   Excellent. Has all the furniture arrived?

B:   Not exactly. I forgot to order enough chairs. I ordered the same number as the desks but we needed more than that. They won’t be here until Wednesday.

A:   That’s okay. And you’re sure you ordered all the equipment?

B:   Yes.

1 b   2 c   3 b   4 b   5 a   6 b   7 b

Audioscript

I = Interviewer   G = Gina Velas

Listen to a radio interview with Gina Velas, an expert in project management.

I:   This evening I’m talking to Gina Velas, a project management expert. Welcome, Gina.

G:   Thank you.

I:   Some people say that learning from failure is the way to become a good project manager. But you can’t really afford to fail when you’re running multi-million-pound projects, would you agree?

G:   You can’t afford to, it’s true, but it’s amazing how many project managers don’t have the right experience or skills for the job. Many people are promoted to project manager without the suitable training. Project managers have to recognise their own abilities and skills and be able to evaluate skills and abilities of the people in the team. They must then lead the team toward the end goal. So it’s a good idea for new project managers to receive specialised training.

I:   What kind of skills or experience do they need?

G:   One of the biggest mistakes is not defining goals clearly enough. If you can’t give your team clearly defined goals, then they’re not going to know exactly what they have to achieve. A project manager shouldn’t set goals that are simply impossible to achieve.

I:   I see what you mean. I also know that many projects seem to change goals as they continue.

G:   Yes, this can be a big problem. Clients often request changes and the project manager must assess these requests and make sure that, firstly, they can be implemented and, secondly, that they’re really needed. When clients want to change something, it’s usually going to affect the budget, too. That’s a real problem.

I:   I can imagine. What about communication skills?

G:   Project managers need to communicate ideas and plans clearly to team members. Without this skill, problems will begin to appear and a potentially successful project could fail. I find communication is often one of the weakest skills in many managers, not just project managers. A manager needs to understand the team well and be able to demonstrate this in the way he or she communicates; otherwise the whole team will be demotivated.

I:   I see. What other things can demotivate teams?

G:   Well, as well as poor communication, setting impossible deadlines is the quickest way for project managers to lose control. But perhaps one of the worst things is not having the resources to do the job properly. With pressure from all sides, the project manager must make sure that the team has everything they need.

I:   What about dealing with unexpected problems?

G:   Well, of course project managers do risk assessments. Without that, projects probably won’t finish on time, or they may not even finish at all. However, you can never plan for all unexpected issues; managers should build some kind of flexibility into the schedule to allow for these.

I:   Thank you. I’m afraid we’ve run out of time.