!

version 2.0

Project Management Plan

Prepared for: Mayor Ernesto A. Estrao, Municipality of Hinoba-an, Negros Occidental
Prepared by: Eduard G. Lutao
Valentina P. Guancia
Leah F. Abalona
Ryan T. Villasis
Janice S. Paragoya
Nelmi Shem A. Barrera
Address : DILG Field Office, Barangay 1 Poblacion, Hinoba-an,
Negros Occidental, 6109
Date: October 12, 2015
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TABLE OF CONTENTS

PAGE CONTENT
NUMBER
3 Introduction

4 Project Management Staffing and Approach

6 Project Scope

6 Project Calendar and Milestone List

7 Change Management Plan

8 Communication Management Plan

11 Cost Management Plan

15 Procurement Management Plan

15 Project Scope Management Plan

16 Schedule Management Plan

17 Quality Management Plan

18 Risk Management Plan

20 Quality Based Plan

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INTRODUCTION

Rationale

The Municipal Government of Hinoba-an always endeavours to improve its basic services
and continually innovate to uplift the quality of life its people. The progress and development felt in
the municipal level must also cascade in the barangay level. The welfare of the barangays is
considered as one of the prime priorities of the Municipal Government. Section 16 of the Local
Government Code of 1991 mandates LGUs to exercise powers appropriate for efficient and effective
governance. Within its territorial jurisdiction, it shall ensure and support the delivery and
enhancement of basic services.

Recognising the role of National Government Agencies (NGAs) in achieving the desired state
of governance as envisioned by the LGU, has DILG Hinoba-an to come up with an Incentive and
Award programs for the Barangay Government Units to accelerate performance and raise the bar of
good governance. Chapter 3 of RA 7160 spells the role of NGAs in local government operations and
intergovernmental operations.

The incentive and awards program has a market name: SIKAT BARANGAY or SERVICE AND
INNOVATIONS: KEYS FOR ACCOMPLISHED AND TRANSFORMED BARANGAYS. Looking into the
Service component, the program will determine the barangays compliance to RA 7160 and other
national laws, issuances and implementing policies, basic requirements pursuant to the general
welfare clause (RA 7160 sec. 16-17), seeing to it that basic services and deliverables are
implemented by the barangays and enjoyed by the people in the community and addressing the
gaps and missing in the basic deliverables in the barangay level. While the innovation part will
encourage barangay to exhibit new and creative means of delivering public service, sustain the best
practices and outstanding programs in the barangay and there will be indicators on innovations to
encourage barangays to replicate best practices of other LGUS.

Using the DILG Regional MC 2014-03 and other Criteria, the proponent has designed a tool
to rate the governance performance of the barangays. Results will serve as basis in determining the
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best performing barangays and reward them and identify gaps and issues and come up with
appropriate solutions to address them.

Objectives

The project aims the following:

1. Gauge the performance of the barangays using the standard measurement of governance
performance set forth by competent authorities;
2. Determine the compliance level of the barangays to national and local laws;
3. Incentivise performing barangays through awards and incentives system;
4. Encourage healthy competition among the barangays and the barangay against itself;
5. Provide appropriate recommendations to identified gaps and issues.

PROJECT MANAGEMENT STAFFING AND APPROACH

The Project Manager, Eduard G. Lutao has over-all responsibility for managing and executing
the project according to this project plan and its subsidiary management plans including the
technical notes and references. The project team will be composed of the following specific areas of
concern: communication, finance and logistics, quality control, documentation and protocol and
coordination.

The project manager will work with all resources to perform project planning. All project and
subsidiary management plans will be reviewed by the project sponsor or the Local Chief Executive
(LCE). All funding decisions will be made by the LCE. Any delegation of approval of authority to the
project manager should be done in writing and be signed both by the LCE and the project manager.
The project manager is responsible for communicating with organisational managers, department
heads and concerned stakeholders on the progress and performance of each project resource.
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Leah F. Abalona, in-charged for communications will make the necessary communication
schemes to keep all team members stick with the management plan throughout the duration of the
project. Project sub-activities, meetings, conferences, project reviews and caucuses will be
channeled thru her upon approval of the project manager. She will be responsible for timely, efficient
and systematic conduct of communication activities. Valentina P. Guancia, in-charged of finance and
logistics will prepare the budgetary requirements and detailed costing for the entire operationalisation
of the project. Likewise, she will render financial report as required by the sponsor and the project
manager. Ryan T. Villasis, in-charged of quality control, is responsible for securing that all phases of
the project are implemented. He will provide assurance to the project by keeping every team player
on track. Janice S. Paragoya, the documenter will record and make remembrance of the entire
project. She will provide the team the picture of accomplishments and issues that need to be
addressed along the way and those which will surface during interfacings. Nelmi Shem A. Barrera, is
tasked to do the protocol and procedural requirements to officials, offices and community leaders.

There will be LGU counterparts in the project who will be responsible in providing guidance
to the team and to solicit a higher sense of participation and accountability among stakeholders. The
steering committee composed of the Mayor, the Vice Mayor, Liga President, Performance Manager
and MPDC will provide guidance and direction for the project. The Municipal Planning and
Development Office shall be the technical working arm of the project. The team will be assisted by
the Board of Assessors, Secretariat, Tabulator and additional Documenter.

The project operation will be funded from the Maintenance and Other Operating Expenses
(MOOE) fund of the Office of the Mayor, while infrastructure projects as incentives to winning
barangays shall be charged against the 20% Local Development Fund. Other sectors identified that
can help the efficient and effective implementation of project are the Liga ng ma Barangay. DILG,
Department of Education, Provincial Environment Management Office, and Technology and
Livelihood Development Centre.
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PROJECT SCOPE

The scope of SIKAT BARANGAY Version 2.0 project includes social preparation, planning,
development, execution, monitoring and evaluation and closure or completion. In the planning stage,
necessary plans such as the framework, calendar, system, processes, legal, human resource and
logistic requirements will be determined. A detailed program for each plan will be crafted during the
development phase. The execution phase includes the implementation and conduct of
documentation and other relevant interventions. Monitoring and evaluation may come-in in any part
of the project. Project closure or completion happen when the project is successfully executed and
desired results were achieved.

PROJECT CALENDAR AND MILESTONE LIST

The below chart lists the major milestones for the project. This chart is comprised only of
major project milestones. There maybe smaller milestones which are not included on this chart but
are included in the project schedule and work and financial plan. If there are any rescheduling delays
which may impact a milestone or delivery date, the project manager must be notified immediately so
proactive measures maybe taken to mitigate slips in dates. Any approved changes to these
milestones or dates will be communicated to the project team by the project manager.
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MILESTONE DESCRIPTION DATE

Social Preparation Consultation & Interfacing with stakeholders Nov. 2-15, 2015

Planning Conceptualisation, blueprint preparation Nov.16-30, 2015

Project Development Preparation of Technical Notes and December, 2015

Guidelines

Project Execution Conduct of Orientation to the Board of

A. Orientation to Board of Assessors Assessors, roll-out to the Barangay Officials, A. January 18, 2016
B. Roll-out Conduct of Barangay Assessment or SIKAT B. January 25, 2016
C. Assessment Period Evaluation C. February, 2016

Calibration and Review Computation and consolidation of results, March 14-18, 2016
feedbacking and writing the terminal report
and review

Awarding Ceremony Recognition of performing barangays April 21, 2016

Closure or Completion: Conduct of Post Activity Feedbacking, April 28, 2016

A. Post Evaluation rendering Project Terminal Report and
Review, Submission of Liquidation and
accountability reports

CHANGE MANAGEMENT PLAN

The following steps comprise the organisation’s change control process for the project and
sub-projects and will be utilised on the execution of SIKAT BARANGAY version 2.0 project:

Step No. 1 - Identify the need for a change (any stakeholder). Requestor will submit a change
request communication to the project manager and to be approved by the sponsor.

Step No. 2 - Log changes in the request register. The project manager will maintain a log of all
change requests for the duration of the project.

Step No. 3 - Conduct an evaluation of the change. The project manager will conduct an
evaluation of the impact of the change to cost, risk, schedule and scope.
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Step No. 4 - Submit request to change to the Project Manager.

Step No. 5 - Change Control Decision. The project manager and the sponsor will discuss
whether or not it will be approved.

Step No. 6 - If change is approved, the project manager will update and re-baseline project
documentation as necessary as well as ensure changes to ensure the quality of governance system.

COMMUNICATION MANAGEMENT PLAN

The purpose of this section is to define the communication goals and strategies of the
Project: Sikat Barangay. These high-level strategies and goals are intended to provide guidance in
planning and measuring results of the current and future communications efforts. This
Communication Management Plan (CMP) hopes to promote the success of the project by meeting
the information needs of project team members, evaluators from different offices/ departments of the
Municipality of Hinoba-an and especially of the Local Chief Executive of the Municipality and outline
the goals of the communication efforts to reach and inform each Project Team Members.

The CMP includes a communication matrix which maps the communication requirements of
this project, and communication conduct for meetings and other forms of communication. The
Matrix will be used as the guide for what information to communicate, who is to do the
communicating, when to communicate it, and to whom to communicate. A project team directory is
also included to provide contact information for all Project Team Members directly involved in the
project.

The Project Manager will take the lead role in ensuring effective communications on this
project. The intended audience of the Sikat Barangay’s CMP is the project manager, project team,
and Evaluators whose support is needed to carry out the project.
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The Project Team believes that without detailed plans for communications activities that
identify the organizational, policy, and material resources needed to carry them out, the Sikat
Barangay will not be able to secure needed resources, or report its activities and results to the
Evaluators and to the LCE .

The Conduct of Communication will be thru: 1) Meetings; 2) Email and 3) Informal

Communication.

The Project Manager will distribute a Notice of Meeting and Meeting Agenda at least 2 days
prior to any scheduled meeting and all participants are expected to review the agenda prior to the
meeting. During all project meetings the timekeeper will ensure that the group adheres to the times
stated in the agenda and the recorder will take all notes for distribution to the team upon completion
of the meeting. Meeting minutes will be distributed no later than 24 hours after each meeting is
completed.

Informal Communication/ discussion like thru Social Media will take a very big part on the
communication plan of this project. Any issues, concerns, or updates that arise from informal
discussion between team members must be communicated to the Project Manager so the
appropriate action may be taken.

Communication Description Frequency Format Participants/ Deliverable Owner

Type Distribution
Social -Environmental Observation Random • Observation Project
Scanning 3 to 5 times , Interviews Report
Preparation sources Manager
- Introduce • - Agenda
Project
the project • -Attendance
In Sponsor, Team. •
team and the Sheet, Project
Kickoff meeting Once person Liga Pres, LCE,
project’s - Minutes Manager
Steering
objective to of
Committee
the Sponsor Meeting
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- Agenda,
- Attendance
Review status Sheet Project
Project Team In
of the project Weekly Project Team - Minutes of Manager
Meetings person
with the team Meeting
- Project
Schedule
Report on the
status of the Agenda,
Monthly Project project to In Attendance Project
Monthly Project Team
Status Meetings management. person Sheet, Minutes Manager
of Meeting

Report/ Feed
backing on Attendance
Assessors the status of In Project Team, Sheet, Project
Once
Meetings each person Assessors Evaluation Manager
Barangay Form
evaluated
Project Status Report the
Reports status of the
project
including
Project Status
activities, In Project
Weekly Project Team Report, Project
progress, person Manager
Schedule
costs and
issues.

Project team directory for all communications is:

Name Title E mail Office Phone Cell Phone

Eduard Lutao Project Manager eduardlutao@gmail.com 09479909505 09479909505

Valentina P. Guancia Finance & Logistics jsmarc_315@yahoo.com 09173274812 9228199365

Leah F. Abalona Communication Officer leeiasteph@gmail.com 4540196 9991570098

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Quality Control
Ryan T. Villasis ryantvillasis@gmail.com 09997019761 9997019671
Assurance

janiceparagoya@gmail.c
Janice S. Paragoya Documenter 09062344230 9062344230
om

Protocol and
Nelmi Shem A. Barrera nelmishem@gmail.com 9488030063
Coordination

COST MANAGEMENT PLAN

Funds will be provided by the Project Sponsor. The Project Manager will be responsible for
managing and reporting on the project’s cost throughout the duration of the project. The In-charge
of Finance will prepare and manage the budget and expenditure. She is responsible for accounting
of cost deviations. She will report the progress of the project’s actual expenditure and cost
deviations to the Project Manager. The Project Manager has the option of getting the project back
on budget and will meet the management/sponsor to present and review the project’s cost
performance for the preceding month. All budget authority and decisions, to include budget
changes, reside with the sponsor of the project.

Costs for this project will be managed through the Work Breakdown Structure (WBS) (see WBS
Below). Costs are presented as per shown in the Official Reciepts and rounding off are not
acceptable.

Cost variances of +/- 0.1 in the cost against the budget will change the status of the cost to
cautionary; as such, those values will be changed to yellow in the project status reports. Cost
variances of +/- 0.2 in the cost will change the status of the cost to an alert stage; as such, those
values will be changed to red in the project status reports. This will require corrective action from the
Project Manager in order to bring the cost below the alert level. Corrective actions will require a
project change request and be must approved by the Project Sponsor before it can become within
the scope of the project.
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All expenses incurred are subject to the usual COA audit rules and regulations.

COST BASELINE

The cost baseline for the Sikat Barangay project includes all budgeted costs for the successful
completion of the project.

Project Phase Budgeted Total Comments

Initiation P10,000.00 Includes office supplies and
snacks for conceptualization
of all project team members,
Planning P10,000.00 Includes office supplies and
snacks during project
meetings of all project team
members, ads (tarp)
Implementation/Execution P220,000.00 Includes fuel and materials for
the conduct of assessment,
and awards/prizes

Closure/ Completion P 10,000.00 Includes fuel /

transportation & supplies
during Post Evaluation, and
project closeout
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Project Budget

The budget for this project is detailed below. Costs for this project are presented in various

categories.

Fixed Costs: P 220,000.00

Material Costs: 40,000.00
Total Project Cost: 260,000.00

Schedule 1 Fixed Cost

Awards and Prizes 220,000.00

Schedule 2: Material Cost

Snacks 10,000.00
Fuel 7,000.00
Ads/Tarp 3,000.00
Office Supplies & Token 20,000.00

WORK BREAKDOWN STRUCTURE

1.Widget Management System

1.1 Initiation
1.1.1 Evaluation & Recommendations
1.1.2 Develop Project Charter
1.1.3 Deliverable: Submit Project Charter
1.1.4 Project Sponsor Reviews Project Charter
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1.1.5 Project Charter Signed/Approved

1.2 Planning
1.2.1 Create Preliminary Scope Statement
1.2.2 Determine Project Team
1.2.3 Project Team Kickoff Meeting
1.2.4 Develop Project Plan
1.2.5 Submit Project Plan
1.2.6 Milestone: Project Plan Approval
1.3 Execution
1.3.1 Project Kickoff Meeting
1.3.2 Verify & Validate Participating Barangays
1.3.3 Orientation of Assessors
1.3.4 Assessment of Participating Barangays by the Assessor
1.3.5 Determination of winner by the Assessor
1.3.6 Awarding
1.4 Control
1.4.1 Project Management
1.4.2 Project Status Meetings
1.4.3 Risk Management
1.4.4 Update Project Management Plan
1.5 Closeout
1.5.1 Audit Procurement & liquidation of cash advances if any
1.5.2 Document Lessons Learned
1.5.3 Update Files/Records
1.5.4 Gain Formal Acceptance
1.5.5 Archive Files/Document
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PROCUREMENT MANAGEMENT PLAN

The project manager will provide oversight function in all procurement activities for necessary
supplies and logistics. However, RA 9184 otherwise known as the Government Procurement and
Reform Act and other pertinent policies on government procurement system will be strictly followed.
The LCE or his authorised representative, in consultation with the project management team or its
authorised representative, the quality control officer, shall review and approve all procurements.

PROJECT SCOPE MANAGEMENT PLAN

Scope management for this project will the sole responsibility of the project manager. The
scope of this project is defined by scope statement, work breakdown structure, and terms of
reference. The project manager, sponsor, and stakeholders will establish and approve
documentation for measuring project scope which will include deliverable quality checklists and
work performance measurements.

Proposed scope changes maybe initiated by the project manager, stakeholders or any
member of the project team. All change requests will be submitted to the Project Manager who will
then evaluate the requested scope change. Upon acceptance of the scope change request, the
project manager will submit the scope change request to the project sponsor for acceptance. Upon
approval of scope of changes by the change control board and project sponsor, the project
manager will update documents and communicate the scope change to all stakeholders. Based on
feedback and input from the project manager and stakeholders, the project sponsor is responsible
for the acceptance of the final project deliverables and project scope.
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SCHEDULE MANAGEMENT PLAN

SIKAT BARANGAY version 2.0 works with deliverables in the work breakdown structure
guided by the milestones list. Activity definition will identify the specific work packages which must
be performed to complete each deliverable. Activity sequencing will be used to determine the order
of work packages and assign relationships between project activities. Resource estimating will be
used to assign resources to work packages in order to complete schedule development.

Once a preliminary schedule has been developed, it will be reviewed by the project team and
any resources. The project team and resources must agree to the proposed work package
assignments, durations and schedule. Once this is achieved the sponsor will review and approve the
schedule and it will then be base lined.

In accordance with organisational standard, the following will be designated as milestones

for all project schedules:

a. Completion of scope of statement

b. Baseline project schedule
c. Approval of final project budget
d. Project kick-off
e. Approval of roles and responsibilities
f. Requirements definition approval
g. Completion of data mapping/ inventory
h. Project implementation
i. Evaluation
j. Acceptance of final deliverable

The project manager will be responsible for facilitating work definition, sequencing and
estimating duration and resources with the project team. The project manager will also create and
validate the schedule with the project team, stakeholders and sponsor. The project manager will
obtain approval from the project sponsor and baseline the schedule.
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The project team is responsible for participating in work package definition, sequencing,
duration, and resource estimating. The project team will also review and validate the proposed
schedule and perform assigned activities once the schedule is approved.

The project sponsor will participate in reviews of the proposed schedule and approve the
final schedule before it is base lined.

The project stakeholders will participate in reviews of the proposed schedule and assist in its
validation.

QUALITY MANAGEMENT PLAN

There will be a quality assurance and control officer, however, all members of the project
team will play a role in quality management. It is imperative that the team ensures that work is
completed at an adequate level of quality from individual work packages to the final project
deliverable. The following are the quality roles and responsibilities for the SIKAT BARANGAY Version
2.0 Project:

The Project Sponsor is responsible for approving all quality standards for the Project. The
Project Sponsor will review all project tasks and deliverables to ensure compliance with established
and approved quality standards. Additionally, the Project Sponsor will sign off on the final
acceptance of the project deliverable.

The Project Manager is responsible for quality management throughout the duration of the
project. The Project Manager is responsible for implementing the Quality Management Plan and
ensuring all tasks, processes, and documentation are compliant with the plan. The Project Manager
will work with the project’s quality specialists to establish acceptable quality standards. The Project
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Manager is also responsible for communicating and tracking all quality standards to the project
team and stakeholders.

The Quality Specialists are responsible for working with the Project Manager to develop and
implement the Quality Management Plan. Quality Specialists will recommend tools and
methodologies for tracking quality and standards to establish acceptable quality levels. The Quality
Specialists will create and maintain Quality Control and Assurance Logs throughout the project.

The remaining member of the project team, as well as the stakeholders will be responsible
for assisting the Project Manager and Quality Specialists in the establishment of acceptable quality
standards. They will also work to ensure that all quality standards are met and communicate any
concerns regarding quality to the Project Manager.

Quality control for the Project will utilize tools and methodologies for ensuring that all project
deliverables comply with approved quality standards. To meet deliverable requirements and
expectations, we must implement a formal process in which quality standards are measured and
accepted. The Project Manager will ensure all quality standards and quality control activities are met
throughout the project. The Quality Specialists will assist the Project Manager in verifying that all
quality standards are met for each deliverable. If any changes are proposed and approved by the
Project Sponsor. Project Manager is responsible for communicating the changes to the project team
and updating all project plans and documentation.

RISK MANAGEMENT PLAN

The approach for managing risks for the Project includes a methodical process by which the
project team identifies, scores, and ranks the various risks. Every effort will be made to proactively
identify risks ahead of time in order to implement a mitigation strategy from the project’s onset. The
most likely and highest impact risks were added to the project schedule to ensure that the assigned
risk managers take the necessary steps to implement the mitigation response at the appropriate
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time during the schedule. Risk managers will provide status updates on their assigned risks in the
bi-weekly project team meetings, but only when the meetings include their risk’s planned timeframe.

Upon the completion of the project, during the closing process, the project manager will
analyze each risk as well as the risk management process. Based on this analysis, the project
manager will identify any improvements that can be made to the risk management process for future
projects. These improvements will be captured as part of the lessons learned knowledge base.

Below is the risk analysis for SIKAT BARANGAY version 2.0

1. Identification of Risks

a. The tendency of the Barangay to submit for assessment for mere compliance.

b. Lack of institutionalised monitoring and support to the barangays may hinder the
Continuity and sustainability of the project’s outcome

c. Question of partiality of assessors considering that majority of them are residents of the
participating barangay.

2. Risks results and impacts

a. Since this program is just merely a contest, the participants would possibly not give its
full support and coordination especially with regards to the criteria. There would be a
chance that the participating barangays would not provide its best to address and meet
the standards of the said program.

b. This program will just cover a period of 7 months from November 2014 until May 2015.
After the post evaluation, the stability and steadiness of the project could not be
determined and its sustainability is unsure since the monitoring aspect is not present until
after the post evaluation. Though the Barangay has the duty to continue whatever the
results would be but they would possibly incline to disregard the essence the program so
the purpose would be defeated. Lack of sustainable source of fund may hinder also the
continuity of the program.
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3. Risks Treatment

a. Increase the incentive for winners to encourage participation.

b. Establish an institutionalised monitoring and compliance system throughout the year in

channeled thru DILG and Liga ng ma Barangay. SIKAT Barangay must be incorporated in
the annual plan and budget.

c. Assessment must be objective through standardised criteria and indicators.

QUALITY BASELINE

The Project must meet the quality standards established by the team as approved by the
sponsor. The quality control in-charge is at the forefront in assuring compliance to the management
plan. The project manager will also be responsible in ensuring quality implementation using an
agreed set of indicators to de jointly developed by the team and the sponsor. A post-activity
evaluation will be used as quality reference for the succeeding years of implementation of SIKAT
BARANGAY awards and incentive program.

SPONSOR ACCEPTANCE

Approved by the Project Sponsor:

ERNESTO A. ESTRAO Date: ___________________

Municipal Mayor
Municipality of Hinoba-an, Negros Occidental