DEVELOPMENT OF GITAGUM MUNICIPALITY POTABLE WATER SYSTEM

PROJECT

Project Plan
Development of Gitagum Potable
Water System - JAVESCO Project
Author: MARK ROGER R. HUBERIT II
Creation Date: 4/13/18
Last Revised: 4/13/18
Version: 0

0
TABLE OF CONTENTS

INTRODUCTION........................................................................................................................................................................2
PURPOSE OF PLAN.......................................................................................................................................................................2
BACKGROUND INFORMATION/AVAILABLE ALTERNATIVES...................................................................................................... 2
PROJECT APPROACH......................................................................................................................................................... 16
PHASE 1: NEW WATER DISTRIBUTION NETWORK ............................................................................................................. 17
PHASE 2: EXPANSION OF SERVICE COVERAGE.................................................................................................................. 20
PHASE 3: SEPTAGE MANAGEMENT PROGRAM................................................................................................................... 21
GOALS AND OBJECTIVES..................................................................................................................................................24
BUSINESS GOALS AND OBJECTIVES (BUSINESS OPERATION)............................................................................................24
PROJECT GOALS AND OBJECTIVES (PROJECT IMPLEMENTATION).....................................................................................24
SCOPE.......................................................................................................................................................................................25
SCOPE DEFINITION............................................................................................................................................................ 25
PROJECT BUDGET................................................................................................................................................................27
RISK ASSESSMENT............................................................................................................................................................ 28
INITIAL PROJECT RISK ASSESSMENT.........................................................................................................................................29
MILESTONES...................................................................................................................................................................... 32
ASSUMPTIONS........................................................................................................................................................................33
PROJECT ASSUMPTIONS.................................................................................................................................................... 33
CONSTRAINTS........................................................................................................................................................................34
PROJECT CONSTRAINTS.................................................................................................................................................... 34
RELATED PROJECTS.......................................................................................................................................................... 34
CRITICAL PROJECT BARRIERS........................................................................................................................................... 34
PROJECT MANAGEMENT APPROACH............................................................................................................................35
PROJECT TIMELINE............................................................................................................................................................ 35
PROJECT ROLES AND RESPONSIBILITIES........................................................................................................................... 35
ISSUE MANAGEMENT......................................................................................................................................................... 37
COMMUNICATIONS PLAN.................................................................................................................................................... 38
ATTACHMENTS/APPENDICES............................................................................................................................................40

APPROVALS.............................................................................................................................................................................41
Sign-off Sheet............................................................................................................................................................................41

1
INTRODUCTION

Purpose of Plan

The Development of Gitagum Potable Water System JAVESCO Project Plan will
provide an improved and efficient water system for Gitagum, Misamis Oriental.
As the water system shall be more responsive to the needs of the growing
population, it shall also complement the initiatives of the City Government
making it a strong driving force for growth. Additionally, the Plan will serve as an
agreement between the following JAVESCO Project Management Team and
Project Task Force Team of Gitagum Local Government Unit

The Project Plan defines the following:

 Project Overview
 Business and project goals and objectives
 Scope and expectations
 Roles and responsibilities
 Assumptions and constraints
 Project management approach
 Table of Organization
 Safety and Health
 Temporary Facilities
 Quality and Methodology
 Schedule
 Procurement
 Risk Assessment
 Budget
 Communication Plan

Background Information/Available Alternatives

HISTORICAL BACKGROUND

The name of the municipality of Gitagum can be traced back to the time when
the area was still a settlement for non-Christian natives. History says that these
natives who got sick at that time called on a quack doctor to help them get well.
This doctor treated them with leaves of a plant called the tagum-tagum which
abundantly grows in the place. These leaves cured them of the illness and thus
they named the town after the miraculous plant.

2
 Gitagum, officially the Municipality of Gitagum, is a 5th class municipality in
the province of Misamis Oriental, Philippines. According to the 2015 census, it
has a population of 16,373 people.

DEMOGRAPHY

Population census of Gitagum

Year Pop. ±% p.a. Year Pop. ±% p.a.

1970 8,000 — 2000 13,522 +3.87%
1975 9,288 +3.04% 2007 14,391 +0.86%
1980 9,639 +0.74% 2010 16,098 +4.16%
1990 10,994 +1.32% 2015 16,373 +0.32%
1995 11,327 +0.56%
Source: Philippine Statistics Authority [3][4][5][6]
In the 2015 census, the population of Gitagum was 16,373 people, with a density of
380 inhabitants per square kilometer or 980 inhabitants per square mile.

Gitagum is politically subdivided into 11 barangays.

Year 2015
GITAGUM 16,373
Burnay 1443
Carlos P. Garcia 745
Cogon 1591
Gregorio Pelaez (Lagutay) 857
Kilangit 660
Matangad 3253
Pangayawan 1065
Poblacion 3449
Quezon 1186
Tala-o 1172
Ulab 952

WATER RESOURCES
Surface and underground water resources are equally important in agricultural and
industrial activities. Water resources in Gitagum include underground water, springs,
creeks and rivers that cover particular portions of land area of the locality.

The Water District has not seen yet the possibility of bulk water supply since the
operation is still sustainable, only that they can’t provide water to other areas that3
expanded recently but ensured that their expansion project can solve the problems in
water shortage. However, at present, they see high iron content in well water and
becoming one of the water quality issues.

Deficiencies of the existing Water System

The present water system and level of service of the MWD has many serious
deficiencies, as follows:
1. Low pressure prevails over most of the distribution system;
2. The existing deep well pumping facilities operate inefficiently;
3. Leaking pipes laid in populated drains are a potential source of
contamination;
4. There is a lack of blow-off or draining valves to drain the distribution
system and maintain clean water especially at end cap locations;
5. There is a lack of flowmeter so production data is estimated.
Consequently, the Non-revenue water percentage is not accurate.
6. Water supply is seldom treated or disinfected due to poor
maintenance of each water chlorination treatment unit.
There is a need for additional fire hydrants within the identified location by the
LGU of Gitagum. Should there be fire incidences, it may be easier to tap these
hydrants especially during rush emergency situations.

Project Approach

The Plan is composed of three major phases:

Phase 1 (5 barangays): Setting-up of a new water system in the
Barangays Matangad, Poblacion, Quezon, Tala-o, and Cogon.
Phase 2 (3 barangays): Setting-up of a new water system in the
Barangays Pangayawan, Burnay, and Gregorio Pelaez (Lagutay) establishment
of a Septage Management Facility.
Phase 3 (3 barangays): Setting-up of a new water system in the
Barangays Carlos P. Garcia, Ulab, and Kilangit. Establishment and expansion of
the distribution network within the 11 target barangays in the Municipality of
Gitagum, development of the new water sources, and establishment of the
Septage Management Facility shall be the development works to be conducted
during the whole period of operation.

Phase 1: New Water Distribution Network

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As mentioned previously, the current water network situation of MWD contributed to
high head loses and possible large non-revenue water. As a result, a new water
distribution network can be more efficient in the long-run in order to minimize the need
of gradual pipe replacement whilst enduring the high non-revenue water.
The Engineering design was established using a computer aided simulation pipe
modelling that shall have the whole network with a minimum dynamic pressure of
about 16 PSI and calculated during the Peak time period. Therefore, the overall
implementation plan shall be in accordance to JAVESCO Engineering practice, and
methodology and shall be executed per schedule.

Water Sources Development

To achieve the best operational practice and efficient operation for surface water, water
sourcing from the Gitagum River shall be set-up according to proper operational
standards.
Approximately, 9.8 kilometers of transmission line shall be laid from the river to
the injection point. From the injection point, water shall be treated in a filtration facility
that is capable of treating 10 Million Liters Per Day and is expandable due to its
modular design. Upon treatment, potable water shall be distributed via the distribution
lines reaching the serviced barangays.

Below is the major program of works to be implemented upon the commencement of the
project:
a) Pipelaying for the new water system
b) Gitagum River water sourcing;
c) Electro-Mechanical (pump/motor) replacement and necessary upgrading;
d) Meter Set assembly improvement
e) Chlorination treatment unit replacement
f) Variable Frequency Drive and Control improvement to maintain
continuous satisfactory dynamic pumping water supply and pressure
g) Pump Station building refurbishment

It is expected that with the above infrastructure developments, we can increase

the supply of water for the customers in the Municipality of Gitagum.

Reduction of Non-Revenue Water (NRW)

The objective of JAVESCO is to be able to maintain the NRW of the water

system to 10% or below in order to maximize the supply for the demand of the
residents therein. This reduction of NRW can be achieved by analyzing the
sources of NRW: Physical and Commercial Losses. 5
 Physical losses are sometimes referred to as ‘real losses’, are the annual
volumes lost through all types of leaks, bursts and overflows on mains, service
reservoirs and service connections, up to the point of customer metering. i On the
other hand, Commercial losses sometimes referred to as ‘apparent losses’
consist of Unauthorized Consumption and all types of metering inaccuracies.
This includes water that is consumed but is not paid for by the consumer.

Commercial losses can amount to a higher volume of water than physical losses
and often have a greater value, since reducing commercial losses increases
revenue, whereas physical losses reduce production costs. For any profitable
utility, the water tariff will be higher than the variable production cost—
sometimes up to four times higher. Thus, even a small volume of commercial
loss will have a large financial impact.

By addressing the physical and commercial line losses, the total NRW is
effectively reduced.

The following recommended steps are important in achieving the desirable low
level of NRW:
a) Pipe replacement;
b) District Metering Area (DMA) methodology;
c) Relocation of Service Connections for avoidance of illegal tapping and
tampering of water meter;
d) Water Meter replacement program of defective and under registering service
connections;

Phase 2: Expansion of Service Coverage

The expansion of service coverage is aligned to the City’s service oriented

program of providing their constituents with a sustainable and reliable Level-III
water system. This shall help achieve its institutionalized growth in the said
priority areas with the following schedule:
DISTRIBUTION OF HOUSEHOLDS TO PRIORITY AREAS

GITAGUM BARANGAY Implementation Period HH

Burnay 2019 1,564.00
Carlos P. Garcia 2020 1,555.00
Cogon 2021 1,795.00 6
Gregorio Pelaez (Lagutay) 2022 988.00
Kilangit 2023 778.00
Matangad 2024 3,893.00
Pangayawan 2025 1,305.00
Poblacion 2026 4,294.00
Quezon 2027 1,511.00
Tala-o 2028 1,522.00
Ulab 2029 1,264.00
TOTAL 20,469.00

After the completion of above expansion priority areas within a fifteen (15) years
period from the commencement of the Agreement, service coverage of operation
of JAVESCO shall have expanded to a total of 11 Barangays with approximately
20,469 service connections. These household and commercial connections
shall be the result of upgrading and expanding the water system.

Phase 3: Septage Management Program

Septage or septic tank sludge refers to the partially treated sludge stored in
a septic tank. It is one type of fecal sludge. Septage is a by-product from the
pretreatment of household wastewater in a septic tank where it accumulates
over time. Septage is pumped out of a septic tank or onsite sewage facility with
a vacuum truck. The septic tanks can be residential or non-residential. Non-
residential sources can include wastewater from commercial/industrial
development, grease interceptor as well as other sources such as portable
toilet, Recreational Vehicle (RV) and boat waste. ii

In the Philippines, majority of areas except Central Manila, do not have a

centralized sewerage system. Instead, houses and commercial buildings have
their own septic tanks where waste water from toilets and sinks collect. As these
septic tanks fill-up, a needed service is for pumping out of these septic tanks
through commercial septage vacuum trucks. This service is increasingly getting
required in the Municipalities because of the Clean Water Act of 2004 which
mandates that Water Utility Operators must put in place a Septage Management
Program wherein houses have a schedule for pumping out of their respective
septic tanks. A commercial operator can offer this service, and normally each
household is scheduled for pumping every five (5) years. Afterwards, the
pumped waste water or sludge is brought to the Septage Treatment Plant (STP).7
The Septage Treatment Process is as follows: iii
1. Thickening – Thickening is usually the first step in sludge treatment
because it is impractical to handle thin sludge, a slurry of solids
suspended in water. Thickening is usually accomplished in a tank called
a gravity thickener. A thickener can reduce the total volume of sludge to
less than half the original volume. An alternative to gravity thickening
is dissolved-air flotation. In this method, air bubbles carry the solids to
the surface, where a layer of thickened sludge forms.

2. Digestion - Sludge digestion is a biological process in which organic

solids are decomposed into stable substances. Digestion reduces the
total mass of solids, destroys pathogens, and makes it easier to dewater
or dry the sludge. Digested sludge is inoffensive, having the appearance
and characteristics of a rich potting soil.

Aerobic and conventional anaerobic digestion convert about half of the

organic sludge solids to liquids and gases. Thermal hydrolysis followed by
anaerobic digestion can convert some 60 to 70 percent of the solid matter
to liquids and gases. Not only is the volume of solids produced smaller
than in conventional digestion, but the greater production of biogas can
make some wastewater treatment plants self-sufficient in energy.

3. Dewatering - Digested sewage sludge is usually dewatered before

disposal. Dewatered sludge still contains a significant amount of water—
often as much as 70 percent—but, even with that moisture content,
sludge no longer behaves as a liquid and can be handled as a solid
material. Sludge-drying beds provide the simplest method of dewatering.
Digested sludge slurry is spread on an open bed of sand and allowed to
remain until dry. Drying takes place by a combination of evaporation and
gravity drainage through the sand. A piping network built under the sand
collects the water, which is pumped back to the head of the plant. After
about six weeks of drying, the sludge cake, as it is called, may have a
solids content of about 40 percent. It can then be removed from the sand
with a pitchfork or a front-end loader. In order to reduce drying time in wet
or cold weather, a glass enclosuremay be built over the sand beds. Since
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 a good deal of land area is needed for drying beds, this method of
dewatering is commonly used in rural or suburban towns rather than in
densely populated cities.

Alternatives to sludge-drying beds include the rotary drum vacuum filter,

the centrifuge, and the belt filter press. These mechanical systems require
less space than do sludge-drying beds, and they offer a greater degree of
operational control. However, they usually have to be preceded by a step
called sludge conditioning, in which chemicals are added to the liquid
sludge to coagulate solids and improve drainability.

4. Disposal - The final destination of treated sewage sludge usually is the

land. Dewatered sludge can be buried underground in a sanitary landfill. It
also may be spread on agricultural land in order to make use of its value
as a soil conditioner and fertilizer. Since sludge may contain toxic
industrial chemicals, it is not spread on land where crops are grown for
human consumption.
Where a suitable site for land disposal is not available, as in urban
areas, sludge may be incinerated . Incineration completely evaporates the
moisture and converts the organic solids into inert ash. The ash must be
disposed of, but the reduced volume makes disposal more
economical. Air pollution control is a very important consideration when
sewage sludge is incinerated. Appropriate air-cleaning devices such as
scrubbers and filters must be used.
The above process can be efficiently implemented by partnering with an
established septage service provider. In this way, the treatment facilities are
maximized. Below is a diagram of the above process for added reference:
Diagram 3.5.1: Sludge Treatment Process

GOALS AND
OBJECTIVES

Business Goals and Objectives (Business Operation)

9
 The business goals and objectives for this project will focus on implementing the
development of potable water system of Gitagum that:

 Setting up an improved water system.

 Availability of Water and Water Pressure – Water supply is proposed to be
24/7 with pressure of at least 10 psi in all areas.
 Non-revenue Water (NRW) – This should be maintained at 15% and below.
 Water Quality – Water distributed must pass all parameters set by the
Philippine National Standards for Drinking Water (PNSDW).
 Service Coverage – Increase service area coverage to 100%.

Project Goals and Objectives (Project Implementation)

 Ensure that project timeline shall be delivered on time.

 Accomplish project business goals and objectives within defined budget and
time parameters.
Ensure that the project shall comply with standard quality procedure and controls to
minimize defects on the system.

SCOPE

Scope Definition

The Project will set and upgrading the existing water system:
A. Water Source – It is important to determine the water source that will
supply the target population to be served. This source needs to be
geographically close to the area to be supplied to lessen the capital
expenditure needed to tap the water source. It will also help if the water it
produces is potable which means that it passes the Philippine Standards
for Drinking Water. In summary, drinking water should be free of bacteria
and has acceptable levels of minerals. In addition, it should be free of
harmful chemicals such as lead, cyanide and mercury. Should the water
from the source fail in these aspects, water treatment needs to be
conducted which may include chlorination and even setting-up of
multimedia filters and other treatment facilities to address water quality
issues. For a more complete discussion of the standards acceptable for
drinking water, one may check the Department of Health (DOH)
Administrative Order No. 2007-0012 or more commonly known as the
Philippine National Standards for Drinking Water 2007.
10
 The water source that shall be tapped is projected to be the Bitanagan
River.
B. The Total Demand, Density of Households and Pipeline Distribution
Network – The number of households will also determine the feasibility of
setting-up a Level III Water System. By NEDA’s definition, a Level III
Water System is: “a system with a source, a reservoir, a piped distribution
network and household taps. It is generally suited for densely populated
areas.” Normally, it is feasible to set-up a water system in an area with a
dense household count of about one thousand (1,000) houses. The
density helps maximize the use of the pipelines. If the houses are too far
away from each other, it also becomes more expensive to lay the
pipelines.

In the case of Gitagum, the identified area has total household count of
more than 16,453 houses. Hence, there is a large customer base that can
benefit from the improved water supply. This household count will serve
as the basis for determining the water supply demand volume.
C. Existing Water System Assets – New water assets and equipment shall
be installed in order to provide sufficient water for the City. These assets
shall be calibrated and matched in order to meet the increasing water
demand of the consumers.

D. Affordability of the Water Rates – The economic situation of the city will
also be assessed based on its income classification. This will be a factor
in determining the water rate as the capacity of the constituents to pay will
be considered. If the water rates are too high, the consumers may not be
motivated to connect to the water service as they will be unable to pay
anyway. It will also help to remember that the daily minimum wage in
Region area is at Three Hundred Forty Pesos (P340.00). Per the Primer
on Tariff Setting and Regulation issued by NWRB, the minimum charge of
the water utility for residential customers must not exceed 5% of the
monthly salary of the minimum wage worker. With a daily minimum wage
of P340.00, a minimum wage worker would earn P8,840.00 per month
(computed as P340.00 X 26 days). Five percent of the monthly minimum
wage would be equivalent to P442.00. Therefore, the water rate in this
11
 feasibility study should not exceed P442.00 for the minimum 10 cubic
meters of residential customers.

The residents at Gitagum are used to sourcing water from the water
district, water associations, Level 2 and Level 1 water systems. If they use
their own shallow wells and through jetmatic pumps, they get charged
additional electrical bill. Additional electrical bill for operating the jetmatic
pump may be around P1,000 to as high as P3,000.00 per month. With
this high water cost, the residents interviewed during the study were
definitely more open to a more affordable water service provider.

E. Availability of Septage Services – At the moment, there is no

centralized Septage Management Facility. Some houses call on Septic
Tank Siphoning Services to clean their septic tanks every 5 years or so.
However, since this is on a house to house basis, the service is largely
unregulated with some houses not bothering for the service at all. This
can lead to overflowing Septic Tanks which can endanger the cleanliness
of the nearby water aquifers.

Hence, the Clean Water Act of 2004 specified that LGUs should have a
Septage Management Facility in place by Year 2020. With none in place
yet in Mati City, it is high time that the Gitagum should plan for this.

PROJECT BUDGET

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13
Risk Assessment

The initial Risk Assessment (following page) attempts to identify, characterize,

prioritize and document a mitigation approach relative to those risks which can
be identified prior to the start of the project.

The Risk Assessment will be continuously monitored and updated throughout

the life of the project, with monthly assessments included in the status report
(see Communications Plan) and open to amendment by the Project Manager.

Because mitigation approaches must be agreed upon by project leadership

(based on the assessed impact of the risk, the project’s ability to accept the risk,
and the feasibility of mitigating the risk), it is necessary to allocate time into each
Steering Committee meeting, dedicated to identifying new risks and discussing
mitigation strategies.

The Project Manager will convey amendments and recommended contingencies

to the Steering Committee monthly, or more frequently, as conditions may
warrant.

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 Initial Project Risk Assessment

OPERATIONS

RISK LEVEL LIKEHOOD MITIGATION STRATEGY /

RISK
L/M/H PROBABILITY ACTION PLAN
Make sure to have regular
Delayed concrete
Medium LIKELY coordination with batching plant
supply(reservoir)
to avoid any delays in delivery
Low productivity of
Medium LIKELY
manpower

Separate Sub-con for Pipe laying

Low manpower count Medium LIKELY
works
Regular coordination with BWSI
Breakdown of key proe for PMS. Make sure to have
Medium LIKELY
equipment readily available basic spare
parts.
Be on alert on OSM delays,
Delay in OSM materials High Certainly always notify thru formal letter
and document all delays.

Make sure that procurement

Delayed delivery of
schedule is updated. Regularly
materials of BWSI site Medium LIKELY
conduct coordination with head
office.
office procurement / QS.

Review the geotechnical report

and get information from nearest
Risk of delay in earthworks Barangay Official of the
due to extremely poor maximum flood level that
understanding of site occurred in the area. Inquire also
Medium LIKELY
geotechnical if the project area is being
characteristic(source flooded during rainy days.
development) Likewise, to know if they have
knowledge of the water table in
the area

15
COMMERCIAL

RISK LEVEL LIKEHOOD MITIGATION STRATEGY /

RISK
L/M/H PROBABILITY ACTION PLAN
Delayed issuance of High Certainty Follow up with client
contract – Delayed and top management
approval of and write position letter
awarding weekly.
Contractor Med Likely Document all claims
Extension of Time and write follow up
letters weekly. Client
may not acknowledge
claim, but will use all
documentation in
project closeout.
Client won’t Med Likely Document all claims
recognize change and write follow up
orders letters weekly. If they
still won’t recognize
change order. Stop
work and write formal
work stoppage letter.
Delayed submission High Certainty Regular monitoring and
of billing contractors coordination w/
resulting in work accounting department.
stoppage.
Delay in the Med Likely Submit the material
procurement of requisition at least two
materials for Tem- months earlier than
Facil., Materials required. Constant
follow up with
Purchasing of the
needed materials
Delay in the Med Likely Submit equipment
procurement of request 2 months
tower crane ahead of schedule
No available Med Likely Submit weekly
concrete(reservoir) concreting schedule
and confirm concreting
2 days in advance

DESIGN

16
 RISK LEVEL LIKEHOOD MITIGATION STRATEGY /
RISK
L/M/H PROBABILITY ACTION PLAN
Late approval of RFA / RFI High Certainty If approval does not come out
after 14 days, write formal EOT
letter. And notice of delay.

Late approval of Design for
Value Engineering
High Certainty Do not start works at site for
client to be force to issue
approval. Submit follow-up
letter for approval can be used
for EOT Claim.

SUPPLIER
RISK LEVEL LIKEHOOD MITIGATION STRATEGY /
RISK
L/M/H PROBABILITY ACTION PLAN
Delay in delivery of pipes, Submit delivery schedule of
fitting and valves element precast 1 month in advance

ENVIRONMENTAL/SOCIAL
RISK LEVEL LIKEHOOD MITIGATION STRATEGY /
RISK
L/M/H PROBABILITY ACTION PLAN

Management Stoppage Low Regular coordination

of Works
Inclement weather Submit EOT on lost time
condition impact on time
during construction

17
Milestones

The following represent key project milestones, with estimated completion dates:

Milestone Estimated Completion Date

PROGRAM OF WORKS PERIOD

1 Phase 1 (5 barangays):
Setting-up of a new water
system in the Barangays 2019 to 2023
Matangad, Poblacion,
Quezon, Tala-o, and Cogon.

2 Phase 2 (3 barangays):
Setting-up of a new water
system in the Barangays
Pangayawan, Burnay, and 2024 to 2029
Gregorio Pelaez (Lagutay)
establishment of a Septage
Management Facility.

3 Phase 3 (3 barangays):
Setting-up of a new water
system in the Barangays 2030 to 2033
Carlos P. Garcia, Ulab, and
Kilangit.
4 Implementation of Septage
Management Program
2025
(compliance to Clean Water
Act of 2004)
5 Maintenance of the Water
2033 onwards
System Assets

18
ASSUMPTIONS

Project Assumptions

The following assumptions were made in preparing the Project Plan:

 Target household 12,00 within ten years operations that will return back the
capital expenses.

 Management will ensure that project team members are available as needed
to complete project tasks and objectives.

 Failure to identify changes to draft deliverables within the time specified in

the project timeline will result in project delays.

 Project team members will adhere to the Communications Plan.

 All project participants will abide by the guidelines identified within this plan.

 The Project Plan may change as new information and issues are revealed.

CONSTRAINTS

Project Constraints

The following represent known project constraints:

 Project funding sources are limited, with no contingency.

 Due to the nature of law enforcement, resource availability is inconsistent.
 Security

Critical Project Barriers

Unlike risks, critical project barriers are insurmountable issues that can be
destructive to a project’s initiative. In this project, the following are possible
critical barriers:

 Removal of project funding

 Natural disasters or acts of war
 Security

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PROJECT MANAGEMENT APPROACH

Project Roles and Responsibilities

Role Responsibilities Participant(s)

 Ultimate decision-maker and tie- Senior Vice President
Project
breaker
Sponsor
 Provide project oversight and guidance
 Review/approve some project elements

 Commits department resources Accounting Manager

Steering
 Approves major funding and resource
Committee
allocation strategies, and significant
changes to funding/resource allocation
 Resolves conflicts and issues
 Provides direction to the Project
Manager
 Review project deliverables

Project  Manages project in accordance to the Jane Vargas

Manager project plan
 Serves as liaison to the Steering
Committee
 Receive guidance from Steering
Committee
 Supervises consultants
 Supervise vendor(s)
 Provide overall project direction
 Direct/lead team members toward
project objectives
 Handle problem resolution
 Manages the project budget

Project  Understand the user needs and To be identified by Steering

Participants business processes of their area Committee
 Act as consumer advocate in
representing their area
 Communicate project goals, status and
progress throughout the project to
personnel in their area
 Review and approve project
deliverables
 Creates or helps create work products
 Coordinates participation of work
groups, individuals and stakeholders
 Provide knowledge and
recommendations
 Helps identify and remove project
barriers
 Assure quality of products that will meet
the project goals and objectives
 Identify risks and issues and help in
resolutions
Subject  Lend expertise and guidance as needed To be identified by Steering
Matter Committee
Experts 20
Issue Management

The information contained within the Project Plan will likely change as the
project progresses. While change is both certain and required, it is important to
note that any changes to the Project Plan will impact at least one of three critical
success factors: Available Time, Available Resources (Financial, Personnel), or
Project Quality. The decision by which to make modifications to the Project Plan
(including project scope and resources) should be coordinated using the
following process:

Step 1: As soon as a change which impacts project scope, schedule,

staffing or spending is identified, the Project Manager will
document the issue.

Step 2: The Project Manager will review the change and determine the
associated impact to the project and will forward the issue, along
with a recommendation, to the Steering Committee for review and
decision.

Step 3: Upon receipt, the Steering Committee should reach a consensus

opinion on whether to approve, reject or modify the request based
upon the information contained within the project website, the
Project Manager’s recommendation and their own judgment.
Should the Steering Committee be unable to reach consensus on
the approval or denial of a change, the issue will be forwarded to
the Project Sponsor, with a written summation of the issue, for
ultimate resolution.

Step 4: If required under the decision matrix or due to a lack of consensus,

the Project Sponsor shall review the issue(s) and render a final
decision on the approval or denial of a change.

Step 5: Following an approval or denial (by the Steering Committee or

Project Sponsor), the Project Manager will notify the original
requestor of the action taken. There is no appeal process.

21
Communications Plan

Disseminating knowledge about the project is essential to the project’s success.

Project participants desire knowledge of what the status of the project is and how
they are affected. Furthermore, they are anxious to participate. The more that
people are educated about the progress of the project and how it will help them
in the future, the more they are likely to participate and benefit.

This plan provides a framework for informing, involving, and obtaining buy-in
from all participants throughout the duration of the project.

Audience This communication plan is for the following audiences:

 Project Proponents
 Steering Committee
 Project Manager
 User Group Participants
 Subject Matter Experts

Communications Methodology The communications methodology utilizes

three directions for effective communication:

Top-Down It is absolutely crucial that all participants in this project sense

the executive support and guidance for this effort. The executive
leadership of the organization needs to speak with a unified, enthusiastic
voice about the project and what it holds for everyone involved. This will
be 'hands-on' change management, if it is to be successful. Not only will
the executives need to speak directly to all levels of the organization, they
will also need to listen directly to all levels of the organization, as well.

The transition from the project management practices of today to the

practices envisioned for tomorrow will be driven by a sure and convinced
leadership focused on a vision and guided by clearly defined, strategic,
measurable goals.

Bottom-Up To ensure the buy-in and confidence of the personnel

involved in bringing the proposed changes to reality, it will be important to
communicate the way in which the solutions were created. If the
perception in the organization is that only the Steering Committee created
the proposed changes, resistance is likely to occur. However, if it is
understood that all participants were consulted, acceptance seems more
promising.

22
 Middle-Out Full support at all levels, where the changes will have to be
implemented, is important to sustainable improvement. At this level (as
with all levels), there must be an effort to find and communicate the
specific benefits of the changes. People need a personal stake in the
success of the project management practices.

Communications Outreach The following is a list of communication events that

are established for this project:

Monthly Status Reports The Project Manager shall provide monthly

written status reports to the Steering Committee. The reports shall include
the following information tracked against the Project Plan:

- Summary of tasks completed in previous month

- Summary of tasks scheduled for completion in the next month
- Summary of issue status and resolutions

Monthly Steering Committee Meeting These status meetings are held

at least once per month and are coordinated by the Project Manager.
Every member of the Steering Committee participates in the meeting. The
Project Manager sends the status report to each member of the team prior
to the meeting time so everyone can review it in advance.

Bi-Monthly Project Team Status Meeting These status meetings are

held every other month. Every member of the Project Team will be invited
to participate in the meeting. Project Manager sends the status report to
each member of the team prior to the meeting so everyone can review it
in advance.

Website Use User Group Participants and Subject Matter Experts may be
updated monthly at the discretion of the Project Manager. Information will
be posted to the project’s website.

23
ATTACHMENTS/APPENDICES

Appendices/Attachments may be included in a hardcopy form

24
APPROVALS

Sign-off Sheet

I have read the above Project Plan and will abide by its terms and conditions
and pledge my full commitment and support for the Project Plan.

Project Sponsor:

Date
Project Manager:

Date

Steering Committee:

Date
Steering Committee:

Date
Steering Committee:

Date
Steering Committee:

Date
Steering Committee:

Date
Steering Committee:

Date
Steering Committee:

Date
Steering Committee:

Date
Steering Committee:

Date
Steering Committee:

Date
Steering Committee:

Date
25
Steering Committee:

Date
Steering Committee:

Date
Steering Committee:

Date
Steering Committee:

Date

26
i
The Manager’s Non-Revenue Water Handbook, Farley, Malcolm, et.al. 2008

i
http://wikimapia.org/#lang=en&lat=15.283688&lon=121.011314&z=13&m=b&search=%20city

iii
https://en.wikipedia.org/wiki/Septage

iiiiv
https://www.britannica.com/technology/wastewater-treatment/Sludge-treatment-and-disposal