Project: MABAG’R (Matatag Na Pamilyang Bangsamoro, Gawaing Resposibilidad

ng Bawat Isang Pilipino

INTRODUCTION

The word “ MABAG’R in Iranun refers to the concept of” to be united” or “ to come together” .It emphasizes
the importance of unity and collaboration withing the community.It incapsulates the “ bayanihan” values of
the Filipinos

The purpose of this project is to enhance and strengthen community resiliency in

the BARMM through collaboration with the local PNP.By working together,we aim to
build a safe and secure environment where residenct can thrive and resist
social,economic,and environmental challenges.

Background Information

The purpose of this project is to enhance and strengthen community resiliency in

the BARMM through collaboration with the local PNP.By working together,we aim to
build a safe and secure environment where residenct can thrive and resist
social,economic,and environmental challenges.This aims to bring the basic needs of
the residents and enhancing their overall quality of life.This initiative focuses on
providing vital resources such as healthcare,education,and public safety in a more
accessible manner.By working collaborately with local stakeholders,the PNP seeks
to create a supportive environment that empowers community members and foster
active participation.Ultimatley this project is designed to ensure

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Project Approach

This section should outline the way you will roll out the technology, including the
highest level milestones.

For example:

Phase I: Secure agreement with vendors (L3 and Tiburon)

Phase II: Order/Install Equipment
Phase III: Install/Test Software
Phase IV: Conduct Hardware/Software Testing
Phase V: Conduct Training
Phase VI: Implement ARS/AFR

Phase X: Secure Equipment

Define the phases in more detail.

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GOALS AND OBJECTIVES

Business Goals and Objectives

 Foster positive relationship between the community in BARMM and the local
PNP to facilitate communication and trust-building.
 Develop and implement programs and initiatives that promote community
safety and security while also enhancing resiliency
 Provide training and resources to empower community members to be active
participants in ensuring their own safety and well-being
 Enhance coordination and cooperation between the PNP,local government
authorities,and community stakeholders to effectively respond to
emergencies and disasters.

Project Goals and Objectives

Sample project goals and objectives:

 Ensure that end users have input into the design process.
 Accomplish project business goals and objectives within defined budget and
time parameters.
 Minimize impact to standard business operations within the affected units.
 Craft a favorable and secure agreement between the Department and the
selected vendor.

STRATEGIES
__________________________________

-Conduct community engagement activities,such as town hall meeetings and

focus groups,to gather input and feedback from residents on their safety and
security concerns.
-Collaborate with the PNP to organize training workshops on crime
prevention,disaster preparedness,and emergency response both police officers
and community members
-Establish community policing program that promotes community-based
initiatives,partnerships,and problem-solving strategies to address local issues.
-Implement a public awareness campaign on the importance of reporting
crimes,suspicious activities,and emergency situations to the authorities.
-Establish a system for monitoring and evaluating the effectiveness of the
project in building community resilience and enhancing safety and security

OUTCOMES

-Improved trust and cooperation between the community and the local
PNP,leading to enhanced communication and coordination in addressing safety
and security concerns.
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-Increased awareness and knowledge among community members on crime
prevention,disaster preparedness,and emergency response strategies
-Strengthened resilience of the community of BARMM,enabling residents to
better withstand and recover from various challenges and threats
-Enhanced capacity of the PNP to work collaboratively with community
stakeholders to promote a safer and more secure environment in the region.

How?

To help the community of BARMM become resilient, the following must be

undertaken:

1.Community Policing Initiative: The PNP can engage in community policing

programs that involve building string partnerships with local
residents,conducting regular dialogues,and collaborating on problem-solving
strategies to address safety and security issues effectively.
2.Training and Capacity Building;Provide training to police officers on
community engagement,conflict resolution,cultural sensitivity,and effective
communication to enhance their ability to work closely with the community and
address their needs
3.Establishing Neigborhood Watch Programs:Encourage their creation of
neighborhood watch programs where community members work together with
the police to monitor and report suspicious activities,deter crime,and enhance
overall safety in local neighborhoods.
4.Connducting Public Awrenss Campaigns:Organize campaigns to educate
residents about crime prevention,disaster preparedness,emergency response
protocols,and the importance of cooperation with law enforcement authorities
5.Disaster Response Planning:Collaborate with the community to develop and
implement disaster response plans,conduct drills,and ensure that both the PNP
and residents are prepared to effectively respond to emerhgencies and natural
disasters
5.Initiating Youth Engagement Programs:Engage with local youth through
educational programs,sports activities,and mentoring initiatives,build trust,and
orevent involvement in criminal activities
7.Sterengthening Coodination with Local Authorities:Foster partneships with
local government agencies,barangay leaders,non-governmental
organizations,and other stakeholders to enhance coordination,share
resources,and improve overall community resilience.

Scope
Time Frame
Key Stakeholders
Monitoring and Evaluation

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SCOPE

Scope Definition

The Project will introduce new mobile technology; including the following:

 35 mobile devices
 Digital CAD dispatch software
 Car to car messaging
 Internet access (?)
 Automated field reporting software
 GPS/AVL for automated dispatch

Including the following interfaces:

 CAD
 RMS
 AFR
 TLETS/NCIC/NLETS

Desired Enhancements
 Any?

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Items Beyond Scope

The project does not include the following:

 Devices in supervisor vehicles

 Desktop hardware upgrade or replacement
 Printers

Projected Budget

Define the project budget and insert it here:

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Risk Assessment

1.Political Risks:Evauate the security in BARMM,including the prevalence of

crime,presence of armed groups,and potential threats to the safety of both the
community members and law enforcement officers.

2.Security Risks:Evaluate the security situation in BARMM,including the

prevalence of crime,presence of armed groups,and potential threats to the safety
of both community members and law enforcement officers.

3.Cultural Sensitivity Risks: Take into account cultural differences,historical

context,and religious considerations that may influence community perceptions
of law enforcement and willingness to collaborate with the PNP

4.Operational Risks: Assess the capacity of the PNP in BARMM to effectively

implement the resilience program,including logistical challenges,resuce
constraints,and training needs of police officers.
5.Community Engagement Risks: Consider the level of trust between the
community and the PNP,potential resistance to change,and the need for
effective communication strategies to ensure active participation and support
from residents.
6.Legal Risks:Review legal implications,compliance requirementa,human rights
considerations,and potential conflicts with existing laws or regulations that affect
program implementation.

7.External Risks:Take into account external factors such as environmental

disasters,socio-economic changes,or regional instability that ymay impact the
success of the resilience program
By conducting a thorough risk assessment these key areas,the PNP in BARM
can better understand potential challenges,mitigate risks,and develop strategies
to ensure the successful implementation of the resiliency program while
promoting safety,security ,and community well-being.

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 Initial Project Risk Assessment

Risk Risk Level Likelihood Mitigation Strategy

L/M/H of Event
Project Size
Person Hours H: Over 20,000 Certainty Assigned Project Manager,
engaged consultant,
comprehensive project
management approach and
communications plan
Estimated Project H: Over 12 months Certainty Created comprehensive
Schedule project timeline with frequent
baseline reviews
Team Size at Peak H: Over 15 Certainty Comprehensive
members communications plan,
frequent meetings, tight
project management
oversight
Number of Interfaces to H: Over 3 Certainty Develop interface control
Existing Systems document immediately
Affected
Project Definition
Narrow Knowledge M: Knowledgeable Likely Assigned Project Manager(s)
Level of Users of user area only to assess global implications
Available M: More than 75% Likely Balance of information to be
documentation clouds complete/current gathered by consultant
establishment of
baseline
Project Scope Creep L: Scope generally Unlikely Scope intially defined in
defined, subject to project plan, reviewed
revision monthly by three groups
(Project Manager and
Steering Committee) to
prevent undetected scope
creep
Consultant Project L: Well defined Unlikely Included in project plan,
Deliverables unclear subject to amendment
Vendor Project M: Estimated, not Somewhat Included in project plan,
Deliverables clearly defined likely subject to amendment

Cost Estimates L: Thoroughly Unlikely Included in project plan,

Unrealistic predicted by subject to amendment as
industry experts new details regarding project
using proven scope are revealed
practices to 15%
margin of error
Timeline Estimates M: Timeline Somewhat Timeline reviewed monthly
Unrealistic assumes no likely by three groups (Project
derailment Manager and Steering
Committee) to prevent
undetected timeline
departures

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 Risk Risk Level Likelihood Mitigation Strategy
L/M/H of Event
Number of Team L: Team well versed Unlikely Project Manager and
Members in business
Unknowledgeable of operations impacted
Business by technology

consultant to identify
knowledge gaps and provide
training, as necessary
Project Leadership
Steering Committee L: Identified and Unlikely Frequently seek feedback to
existence enthusiastic ensure continued support
Absence of L: Understands Unlikely Frequently seek feedback to
Commitment value & supports ensure continued support
Level/Attitude of project
Management
Absence of L: Understands Unlikely Frequently seek feedback to
Commitment value & supports ensure continued support
Level/Attitude of Users project
Absence of Mid- L: Most understand Unlikely Frequently seek feedback to
Management value & support ensure continued support
Commitment project
Project Staffing
Project Team M: Distributed team Somewhat Continuous review of project
Availability makes availability likely momentum by all levels.
questionable Consultant to identify any
impacts caused by
unavailability. If necessary,
increase committmment by
participants to full time status
Physical Location of M: Team is Likely Use of Intranet project
Team prevents dispersed among website, comprehensive
effective management several sites Communications Plan
Project Team’s Shared M: Some have Somewhat Comprehensive
Work Experience worked together likely Communications Plan
creates poor working before
relationship
Weak User Participation L: Users are part- Unlikely User Group Participants
on Project Team time team members coordinated by full time
employee
Project Management
Procurement L: Procurement Unlikely N/A
Methodology Used Methodology
foreign to team familiar to team
Change Management L: Well-defined Unlikely N/A
Procedures undefined
Quality Management L: Well-defined and Unlikely N/A
Procedures unclear accepted
Software Vendor
Number of Times Team H: Never Certainty A comprehensive vendor
Has Done Prior Work evaluation and selection
with Vendor Creates process (incorporated into
Foreign Relationship Project Plan) will be employed
to predict and define the
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 Risk Risk Level Likelihood Mitigation Strategy
L/M/H of Event
relationship between the
department and the vendor
Team’s Lack of M: Conceptual Somewhat Comprehensive vendor
Knowledge of Package understanding likely evaluation and selection
process incorporated into
Project Plan will assist the
team in better understanding
the package offering(s)

Poor Functional Match L: Minimal Unlikely Although a package has not

of Package to Initial customization yet been selected, the
System Requirements required Consultant has compared the
initial requirements with
available functionality and
determined that a functional
match to the initial
requirements is very likely.
Vendor selection will be
based, in part, on how well the
proposed application matches
defined functional
specifications.
Team’s Involvement in L: High involvement Unlikely Comprehensive vendor
Package Selection in selection evaluation and selection
Impacts Success of process incorporated into
Implementation Project Plan

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Milestones

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

Milestone Estimated Completion Date

Phase I: XXX
Initial Steering Committee Meeting 00/00/2003

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ASSUMPTIONS

Project Assumptions

The following assumptions were made in preparing the Project Plan:

-Trust in Law Enforcement :The assumption that community members may
harbor mistrust or negative perceptions of law enforcement authorities,impacting
their willingness to collaborate with the PNP in resilience-building efforts.

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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.

Related Projects

None known.

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

Should any of these events occur, the Project Plan would become invalid.

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PROJECT MANAGEMENT APPROACH

Project Timeline
Insert here

Project Roles and Responsibilities

Role Responsibilities Participant(s)

 Ultimate decision-maker and tie-breaker Insert Name
Project
 Provide project oversight and guidance
Sponsor
 Review/approve some project elements

 Commits department resources Insert Names

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 Debbie Whitson

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 business To be identified by Steering

Participants 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 14
 Role Responsibilities Participant(s)
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

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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.

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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 Sponsor
 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.

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 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.

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ATTACHMENTS/APPENDICES

Appendices/Attachments may be included in a hardcopy form

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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:

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 Date
Steering Committee:

Date
Steering Committee:

Date
Steering Committee:

Date
Steering Committee:

Date
Steering Committee:

Date

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