Guidelines on Projects to be Funded by the E-Government Fund

2010

CICT MEMORANDUM ORDER NO. 001-10

 

Table of Contents

I. Introduction

II. Purpose of the E-Government Fund

III. Definition of Terms

IV. Types of Funding

V. General Guidelines

1. Eligibility

2. Limitations on Project Approval

3. Hiring of Personnel

4. Granting of Honoraria

5. Provision of Counterpart Funds

6. Procurement Strategy

7. Review of Terms of Reference (TOR)

8. Project Proposal Evaluation

9. Ownership and Security

10. Changes in Project Scope and Schedule for Approved Projects

11. Memorandum of Agreement

12. Designation of a Chief Information Officer

13. Restrictions on the Use of the E-Government Fund

14. Deadline for Submission of Project Proposal

15. Allocation of Budget for the Operations of the e-Government Fund Management Office (EGFMO)

VI. Project Plan Preparation

1. Application and Approval Process SEIaHT

2. Requirements and Format

3. Selection Criteria

VII. Project Development

1. Application and Approval Process

2. Requirements and Format

VIII. Research Grant

IX. Cross-Agency

X. Roles and Responsibilities

1. CICT

2. EGF Technical Working Group

3. DBM

4. CIO

5. Lead Agency

6. Implementing Agency

XI. Budget Flow/Release of Funds

XII. Project Monitoring and Evaluation System

1. Performance Measurement Framework (PMF)

2. Monitoring and Evaluation (M & E) Team

3. Reporting

4. Project Termination

5. Feedback Processing

XIII. Other Provisions

XIV. Effectivity and Coverage

Annexes

Change Request Form

Approval Process for Project Plan Request

Concept Plan Form

Sample of Work and Financial Plan DTaSIc

Project Plan Form

Project Work Plan Form

Research Proposal Form

WHEREAS, under Executive Order No. 269, the Commission on Information and Communications Technology (CICT) is empowered to provide an integrating framework and oversee the identification of all e-government systems and to manage and/or administer the E-Government Fund to be institutionalized and included in the annual national budget;

WHEREAS, under Chapter XLI of the General Appropriations Act of 2010, the CICT is tasked with the issuance of guidelines to define the criteria and procedures to be followed by Philippine government agencies in applying for funding through the E-Government Fund; to serve as reference for government agencies in preparing their proposals; and provide the basis for oversight agencies in monitoring and evaluating the implementation of approved projects.

NOW, THEREFORE, the CICT hereby promulgates the following guidelines:

ARTICLE I

Statement of Policy

It is the aim of the government to make use of ICT in government to facilitate governance — to strengthen accountability, enhance supervision and control and, in appropriate cases, facilitate collective decision-making; to improve internal administrative processes; to enhance the delivery of service; and to empower citizens to make informed decision. Towards this end, there is a need to streamline and simplify government processes, within and across agencies; integrate and eliminate redundant systems and networks thereby allowing swift exchange of information; and pave the way for conducting transactions online between government to citizens, government to business, and government to government.

ARTICLE II

Purpose of the E-Government Fund

The E-Government Fund was created to address the need for a more integrated approach to implementing e-government projects and a mechanism to provide financing of high priority inter-agency systems. It is an alternative funding source for mission-critical, citizen centric and cross agency ICT projects that will help actualize the e-governance vision of the Philippine Government. The fund specifically aims to:

• Expedite the implementation of critical ICT projects that would accelerate the development and implementation of e-government in the country;

• Rationalize e-government by facilitating the integration of government information systems, leading to improved, and more effective and efficient cross-agency interfaces;

• Promote multi-agency collaboration to improve the delivery of services by integrating related and complementary processes;

• Ensure access of citizens to government services across multiple government agencies and increase citizen participation in government; DAEcIS

• Re-engineer processes within government agencies to be more efficient to reduce costs and burdens for the citizens and businesses and even with other government agencies;

• Promote informed decision making of policy makers; and,

• Promote transparency and accountability within government.

ARTICLE III

Definition of Terms

	Term	Definition
1.	Application System	refers to a group of related activities or processes
		designed to support a very specific function (e.g., DOH
		Hospital Management System, e-TIN, Electronic Filing
		and Payment System, etc.) within an organizational unit.
		It also refers to a system prepared for an organization to
		process tasks that are unique to its particular needs.
2.	Chief Information	is the highest ranking official who is responsible for the
	Officer (CIO)	strategic use of information and communications
		technology in a department, bureau or GOCC/GFI,
		including legislative, judicial and constitutional offices.
		He/She is responsible for the development and
		maintenance of the IT and computer systems that
		support the goals of the organization.
3.	CICT	Refers to the Commission on Information and
		Communications Technology singly, or any of its
		attached agencies, or both CICT and its attached
		agencies.
4.	Citizen-centric	pertains to a project which is: a) Citizen-Focused —
		directly meets & satisfies service and information needs
		of citizens (i.e., frontline functions are computerized,
		such as application for licenses, certificates, clearances,
		etc.); and b) Citizen-Friendly — can be accessed or used
		with ease.
5.	Collaborative	means that implementing agencies work together
	process	towards the delivery of public sector services that cut
		across several agency functions or jurisdiction. These
		are seamless services that are citizen centered, e.g.,
		single window service, one-stop delivery, one-stop
		access, service clustering, or multiple-service delivery
		channels.
6.	Concept Plan	is the first document developed to introduce an EGF
		project. It broadly defines the scope of the proposed
		project (objectives, outcomes, outputs, components,
		benefits and timeframe), and provides an estimate of the
		resourcing and time associated with progressing the
		initiative. It should specifically identify what
		government processes or services are being proposed for
		computerization, and in broad terms the general systems
		architecture and design of the project.
7.	Content	refers to the process of researching, writing, gathering,
	Development	organizing, creating and editing information. It includes
		the process of addition, production, management,
		modeling, conversion, use and repurposing for wider
		usefulness and portability (across systems, networks,
		and organizations, time). It may consist of prose,
		graphics, pictures, recordings, movies, or other media
		sets that could be distributed electronically/digitally.
		Some example of content are research databases,
		educational materials, national heritage collections,
		government information and other resources on history
		and entertainment. Other examples are animation,
		comics, edutainment, mobile content, character design,
		games, music, films, performance and broadcasting.
8.	Cross-agency	refers to an initiative wherein two or more (multi)
		agencies commit to undertake an EGF project which is
		characterized by the following: interconnectivity and
		interoperability, resource sharing, and collaborative
		processes.
9.	DBM	refers to the Department of Budget and Management.
10.	E-Governance	is the use of ICT to effect good governance through
		more efficient delivery of services to the citizens. This
		involves re-engineering existing processes in
		government to allow for connectivity of related
		government systems in the electronic delivery of these
		services direct to citizens.
11.	E-Government	means the use by the government of web-based internet
		applications and other information and communications
		technologies combined with processes to enhance the
		access to and delivery of government services and bring
		about improvements in, among other things,
		effectiveness, efficiency, service quality, or
		transformation of government operations.
12.	E-Government	refers to the fund allocated under the General
	Fund (EGF)	Appropriations Act that shall be used to finance strategic
		ICT projects.
13.	E-Government	refers to the interagency committee created to perform
	Fund Technical	the review of EGF project proposals in accordance with
	Working Group	these Guidelines and identify opportunities for cross-
	(EGF-TWG)	agency projects.
14.	Implementing	are those agencies directly executing the EGF project.
	Agencies	These agencies may either be a national government
		agency, a constitutional commission, a government
		owned and controlled corporation (GOCC), a State
		University and College (SUC), or a local government
		unit (LGU). The implementing agencies may also be
		referred to as participating agencies.
15.	Information and	is defined as the totality of electronic means to collect,
	Communications	store, process, disseminate, propagate and present
	Technology (ICT)	information to end-users in support of their activities. It
		consists, among others, of computer systems, office
		systems and consumer electronics, as well as networked
		information infrastructure, the components of which
		include the telephone system, the internet, fax machines
		and computers.
16.	Information	refers to a system of major processes or operations
	System	which facilitates the collection, storage, processing,
		retrieval of data and the generation of information for
		decision-making, planning, controlling and monitoring
		purposes. It also refers to a group of related processes
		designed to generate information for the exclusive
		support of a major functional area of an organization
		(e.g., National Government Accounting System, Case
		Monitoring System, Geodetic Survey Information
		System, etc.)
17.	Interconnectivity	refers to the interconnection and interdependency of all
		parts of a system.
18.	Interoperability	The ability to transfer and use information in a uniform
		and efficient manner across multiple organizations and
		information (and communications) technology systems.
		It enables the many different applications of end users to
		be accomplished using the different varieties of
		computer systems, software packages, and databases
		provided by a variety of interconnected networks. 1
19.	Lead Agency	is either a national government agency or a
		constitutional commission which shall be responsible
		for the overall management of the EGF project. It shall
		also receive and manage the fund given to the approved
		EGF project. The lead agency should also be an
		implementing agency and thus will directly execute the
		EGF project.
20.	Monitoring and	refers to the results-based framework, concept and tools
	Evaluation (M & E)	adopted by CICT in monitoring and evaluating EGF
		projects to ensure that targeted results are achieved by
		project proponents.
21.	Outsourcing	is the contracting out of the management and operation
		of certain agency functions, processes and activities to
		the private sector, or to another government agency
		which has a mandate to be a service provider for other
		government agencies but with accountability remaining
		with it. Outsourcing aims to increase efficiency and
		reduce costs, and enables the agency to concentrate on
		core functions and activities.
22.	Performance	is a structured plan for the collection and analysis of
	Measurement	performance information over the lifetime of the project
	Framework (PMF)	to assess and demonstrate progress made in achieving
		expected results. It documents the major elements of the
		monitoring system and ensures the performance
		information is collected in a regular basis. It also
		contains information on baseline, targets and the
		responsibility for data collection.
23.	Project Plan	is the management document for the project. It expands
		upon the Concept Plan. It explains in detail the
		objective, scope, governance, budget, work plan and
		milestones of the EGF project. It also explains the
		project and quality management processes to be used
		throughout the implementation of the project.
24.	Resource Sharing	is the sharing among the implementing agencies of their
		physical, financial, manpower and information
		resources. (e.g., databases, networked resources, data
		center, etc.), among others.
25.	Stakeholder	refers to any person, group, organization, institution or
		agency that (a) is affected by the implementation of the
		EGF project; (b) is responsible for the delivery of the
		EGF Project; (c) will be required to implement and
		utilize the EGF Project; (d) has influence/power over the
		EGF Project; (e) has an interest in the successful or
		unsuccessful implementation of the EGF project; or, (f)
		needs to review (or audit) the EGF project.

ARTICLE IV

Types of Funding

There are three types of funding that CICT may provide to agencies:

1. Project Plan Preparation (3P) — given to agencies that have submitted a concept paper and have passed the evaluation process of the CICT. This funding assistance is primarily used to finance the preparation of the project plans of E-Government Fund projects to ensure their successful implementation.

2. Project Development — given to agencies that have submitted their project plan and have passed the evaluation process of the CICT. This funding assistance is used to finance the development of application systems, information systems and content development (i.e., elearning, sectoral portal development) that strictly meet all of the criteria determined by the CICT.

3. Research Grant — given to agencies to finance strategic e-government related studies and researches on areas such as those supporting e-government innovation in service delivery, identifying and removing common barriers to e-government, highlighting relevant best practices and leveraging shared solutions, and for evaluating the e-government strategy and/or oversight process.

The allocation for 3P assistance and research grants combined shall not exceed 10% of the entire E-Government Fund allotted for a specific year.

ARTICLE V

General Guidelines

1. Eligibility. Only national government agencies and constitutional commissions are eligible to apply for the E-Government Fund. aCTHEA

2. Limitations on Project Approval. There is no limit on the number of project proposals that a proponent agency may submit for funding. However, no approvals shall be made for new or follow-on projects until the previous one is completed.

3. Hiring of personnel. Where there is no existing expertise and skills within the lead and/or implementing agencies, the lead agency can use the funds to hire consultants or personnel on a contractual basis, subject to existing laws, rules and regulations. Said contractual services shall be co-terminus with the duration of the project.

4. Granting of honoraria to Program Managers/Directors/personnel is subject to existing laws, rules and regulations.

5. Provision of Counterpart Funds. All project proposals should include a counterpart fund from the implementing agencies. The following prescribes the percentage of counterpart fund required from the implementing agencies:

Project Cost	% of Counterpart Fund
Less than P50M	10%
P50M — less than P100M	8%
P100M — less than P150M	6%
More than P150M	4%

6. Procurement Strategy. Subject to the requirements of Republic Act No. 9184 (Government Procurement Reform Act), projects to be funded shall adopt outsourcing to the private sector, including but not limited to outsourcing of data center facilities, as a preferred strategy, unless the proponent agency can establish that alternative strategies are more beneficial to government. However, an implementing agency may be allowed to undertake the project, in whole or in part, on its own if it can demonstrate its internal capability through a skills inventory of its in-house technical staff, or if it is necessary to ensure the security and data privacy of the agency's systems. As provided by RA 9184, bid announcements/invitations will be posted in the agency and the PhilGEPs website.

7. Review of Terms of Reference (TOR). For transparency purposes, agencies with approved projects shall submit all terms of reference to CICT for assessment and approval prior to procurement. Should there be any variations or amendments to the approved TOR, the proponent agencies shall resubmit the amended TOR to CICT for re-evaluation.

8. Project Proposal Evaluation. As provided for in existing laws, rules and regulations, all project proposals that cost Php500 million and above shall be reviewed initially by CICT for endorsement to NEDA. NEDA shall evaluate the proposal based on its rules and regulations.

9. Ownership and Security. For projects that involve the purchase of information systems and application systems, the lead agency and implementing agencies shall ensure that the government acquires full and unencumbered ownership of hardware, and unrestricted right to access (either from the vendor or a software escrow agent) and use the source code for maintenance, upgrades, and modification of customized software. The lead agency and implementing agencies shall ensure that the vendor warrants full ownership of intellectual property rights to sell or license the software components of the project. It shall also ensure security of information systems and databases that shall be developed.

10. Changes in Project Scope and Schedule for Approved Projects.

a. The following types of changes require prior approval by the CICT: aSCDcH

i. Changes in the scope, design, deliverables, and price updating, among other things that increase total project cost by at least 10 percent.

ii. Changes that involve an extension of the project beyond 12 months.

b. The following types of changes require prior submission to the CICT for notation or information:

i. Changes in the design and price updating, among other things, that increase total project cost by less than 10 percent.

ii. Changes that involve an extension of the project by less than 12 months.

iii. Any other material changes in project management not otherwise requiring CICT approval.

 Refer to Annex A for the prescribed forms for project changes.

11. Memorandum of Agreement (MOA) — For project proposals which have passed the evaluation of CICT, a MOA shall be entered into by the lead agency and CICT detailing the requirements for the provision of assistance to the agency, e.g., submission of project reports, status reports, identification of roles and responsibilities, etc., prior to endorsement to DBM.

12. Designation of a Chief Information Officer (CIO). All lead and implementing agencies are required to recognize the CIO functions and should designate a CIO, preferably at least a third-ranking official of the agency.

13. EGF as local counterpart. The e-Government Fund may be used as a local counterpart for agencies that received foreign funding, provided that the proposed project is an ICT project subject to the EGF evaluation process. Prior to review and evaluation of a proposal, the proponent must present a certification reflecting the amount of the grant that the agency received.

14. Restrictions on the Use of the E-Government Fund.

The E-Government Fund can only be used for expenses classified under Capital Outlay (CO) and Maintenance and Other Operating Expenses (MOOE). The annual General Appropriations Act determines the specific categories of expenses for which the E-Government Fund appropriated therein can be used.

a. For Project Plan Preparation and Research Grant

 Funds provided for project plan preparation and research grant shall NOT be used for the following:

• Capital outlay such as but not limited to hardware, software, etc.;

• Foreign travel of government officials and employees; 

b. For Project Development TcCDIS

i. Projects that involve solely any of the following shall NOT be considered for funding: infrastructure development, civil works, acquisition of ICT equipment, LAN connection or training.

ii. Projects that involve the development of purely back-end systems shall NOT be considered for funding.

iii. Only a maximum of 10% of the approved project amount can be used for civil works and other non-ICT expenditures.

iv. The cost for project monitoring should be made part of the Project Development Cost.

v. The fund should not be used to finance any foreign travel by government officials and employees.

15. Deadline for Submission of Project Proposal

Applicants shall submit project proposals on or before the end of August of every year. Funding for the approved projects submitted within the said deadline will be taken from the E-Government Fund budget of the current year. Consequently, proposals submitted beyond the deadline will be considered for the following year's EGF budget.

16. Allocation of budget for the operations of the e-Government Fund Management Office (EGFMO). The budget for the operations of the EGFMO-CICT shall be taken from the E-Government Fund to cover expenses for technical assistance, monitoring and quality assurance activities that will be conducted by the office.

ARTICLE VI

Project Plan Preparation

1. Application and Approval Process

a. First Step. The proponent agency shall submit a concept plan to the CICT for review upon which it shall be recommended for approval or disapproval to the CICT Commissioner for the E-Government Development Group.

b. Second Step. Upon approval of the proposed concept plan, the proponent agency shall submit to CICT a written request signed by the head of agency asking for Project Plan Preparation (3P) Assistance. The proponent agency shall also submit a work and financial plan (WFP) for the preparation of the project plan.

c. Third Step. The CICT shall then review and process the request, and shall coordinate with the proponent agency for clarifications and advice on revisions (if any) on the WFP. AIHaCc

d. Fourth Step. The request shall then be endorsed to the E-Government Fund Technical Working Group (EGF-TWG) for review and evaluation.

e. Fifth Step. If the request is approved, the concept plan and WFP will be endorsed by CICT to DBM for fund processing.

2. Requirements and Format

Concept Plan. The concept plan should provide the following information: Project Title and Project Rationale; Situational Analysis; Proposed Project; Project Benefits; Adherence to Government ICT Policy and Thrusts; Project Results; and Sustainability Strategy. Refer to Annex C for details of the concept plan.

Work and Financial Plan. The WFP shall contain the major activities with the corresponding cost estimates for the entire project plan development. Refer to Annex D for the sample WFP.

3. Selection Criteria

Concept Plans should meet the following criteria:

a. Basic/Qualifying Criteria:

i. The project must support the current priorities and thrusts of the government and/or the commitments set at the State of the Nation Address.

ii. The project must be consistent with the ICT plans and framework i.e., Medium Term Philippine Development Plan and the Government Information Systems Plan.

iii. The project must be included in the NCC-approved information system strategic plan (ISSP) or is consistent with the mandate and thrusts of the agency.

iv. The project must be an application system, or information system or content development which is citizen centric, transactional, interactive or mission-critical frontline services, and accessible through community electronic centers.

v. The project must be cross agency.

vi. The project must be sustainable. The agency must be able to provide a sustainability strategy that would ensure the continuity of the project after funding from the EGF has been expended.

vii. There should be a clear articulation of the results to be realized from the implementation of the project, as well as the indicators of these results. CSTDIE

ARTICLE VII

Project Development

1. Application and Approval Process

Initial steps shall follow the application and approval process for Project Plan Preparation. When the project plan has been prepared, this is submitted to CICT for review. The project plan will be reviewed by the E-Government Fund Technical Working Group (EGF-TWG) to assess its technical, operational and financial feasibility. Projects which pass the review of EGF-TWG will be endorsed by CICT to DBM for fund processing. For details, refer to Annex B for the process flowchart.

Upon approval of the project development proposal, the proponent agency shall submit to CICT a signed and notarized Memorandum of Agreement between the proponent and CICT detailing the responsibilities of both parties, including the submission of monthly progress reports, financial report and a final report (upon completion of the project) using the prescribed formats.

For details, refer to Annex B for the approval process flowchart.

2. Requirements and Format

Project Plan. The project plan shall propose the delivery of benefits through the use of ICT. It shall cover individual and cross-agency initiatives, and explain the approach and implications for the project, along with the costs, benefits and risks associated with the project, and the impact on staff, the agencies and their clients. The project plan should document the:

• Reasoning behind the desire to undertake project, indicating the problem to be solved or the opportunity to be gained. The project plan shall present a detailed explanation of the purpose and objectives for the project.

• Intended results of the project, i.e., the basis upon which the later measurement of actual outcomes and outputs will be undertaken.

• Governance processes to be applied in the development phase.

• The process for the future operation of the completed system, and

• Funding mechanisms for the project itself and potentially, for future funding needs.

The Project Plan template includes the following information: Project Title, Purpose and Description; Project Benefits; Technical Architecture/Feasibility; Project Management Plan; Stakeholder Management and Communication; Budget and Expenditure/Budgetary Accountability Form; Risk Management Plan; Quality Assurance Plan; Change Management Plan; Sustainability Plan; and Performance Measurement Framework. Refer to Annex E for the details of the required format in the preparation of the Project Plan. DISaEA

Upon approval of the project plan, the proponent agency shall submit a Project Work Plan that would list down the deliverables of the project. See Annex F for the prescribed format of the Project Work Plan.

For requests for funding for local counterpart funds, the proponent agency is required to submit a copy of the funding approval from the international donor/lending agency and the approved proposal to CICT prior to evaluation of the request. If CICT finds the request for funding meritorious, its endorsement shall be forwarded to DBM.

Proponent agencies must establish compliance of the proposed projects with the criteria established in these Guidelines. The proposals shall be evaluated and scored based on a core set of criteria. This scoring shall ensure that the proponent agency's planning and management of project funds are consistent with government policies and guidance.

Two (2) copies, both hard and soft copies in .doc format, of the project plan must be submitted to CICT.

Work and Financial Plan. In addition to the project plan, a work and financial plan itemizing project activities, output, funding amount with the breakdown shall be submitted to CICT for review, evaluation and processing. The form to be used is the same as the one described in Article VI.

ARTICLE VIII

Research Grant

1. Application and Approval Process

a. First Step. The proponent agency shall submit 2 hard copies and a soft copy of the research proposal (see Annex G for the research proposal template).

b. Second Step. The CICT shall then review and process the request, and shall coordinate with the proponent agency for clarifications.

c. Third Step. The request shall then be endorsed to the E-Government Fund Technical Working Group (EGF-TWG) for review and evaluation.

d. Fourth Step. If the request is approved, a copy of the approved research proposal will be endorsed by CICT to DBM for fund processing.

Upon approval of the research proposal, the proponent agency shall submit to CICT a signed and notarized Memorandum of Agreement between the proponent and CICT detailing the following:

1. submission of monthly progress reports, financial report and a final report (upon completion of the project) using the prescribed formats; cHDAIS

2. published research document clearly states that the project has been made possible through the support of the E-Government Fund;

3. names of awardees, research meetings, research themes, and reports as well as the names of the principal researcher(s) from the partner agency are subject to public disclosure; and

4. CICT shall not be responsible for any sickness or accident of researcher(s) during the grant period.

2. Eligibility Criteria. To qualify for the research grant, the proponent agency must be a national government agency or constitutional commission. In addition, any one of the following requirements must be satisfied:

i. The proponent agency has submitted a Concept Plan which has been approved by the CICT.

ii. The proponent agency's proposed research supports any of the Philippine Government's (GOP) Priority Projects.

iii. The proposed research will provide inputs to the formulation of policies, guidelines and standards for the realization of e-Government.

3. Selection Criteria. The following are the considerations and criteria in the screening of submitted research proposals:

i. Capability of the proponent agency (track record, financial management capacity, implementation capability and monitoring system) if research will not be outsourced but will be done in-house. 

ii. The research is in support of a proposed project that is urgent, has high impact, sustainable and can be replicated.

iii. The requested research budget and duration is reasonable and cost-effective.

iv. The research targets any of the government's priority areas through the use of appropriate and innovative information and communication technologies.

v. If the proponent agency has a previous or ongoing E-Government Fund project, the agency must have complied and submitted all pertinent reports (e.g., accomplished e-Gov Fund Monitoring and Evaluation Form) as required by the CICT.

4. Research Duration. A research project that has been approved under the E-Government Fund can have a maximum duration of up to six (6) months. IaDTES

5. Requirements and Formats

Research proposals must follow the format specified in Annex G.

Two (2) copies, both hard and soft copies in .doc format, of the research proposal must be submitted to CICT.

ARTICLE IX

Cross-Agency Collaboration

The EGF is intended to finance the setting-up of integrated mission-critical systems that cut across different agencies. Hence, not only will it discourage the proliferation of "stand-alone" applications but it will promote resource-sharing among government agencies.

To ensure the efficiency and success of cross-agency initiatives of EGF projects, a strong commitment on the part of the implementing agencies to contribute to the success of the project must be institutionalized. All EGF projects shall be required to formalize the cross-agency collaboration by forming a special group, Cross Agency Committee, that would regularly meet to discuss the collaboration aspect of the project. To substantiate this collaboration effort, the lead and participating agencies shall sign a memorandum of agreement among themselves signifying their commitment and support to the project. A copy of the MOA shall be submitted to CICT.

The Lead Agency shall include in its proposed project plan the operation plan and budget for the collaboration component of the project. It shall include the ICT architecture of the collaborative processes of the project (e.g., common database, information system or application system, data/system/application interface, etc.)

ARTICLE X

Roles and Responsibilities

1. CICT

As the agency accountable to Congress and to other oversight bodies for the efficient and effective disbursement of the E-Government Fund, CICT shall oversee the overall management process of the Fund. Specifically, it shall:

i. Ensure that all projects approved for assistance from the E-Government Fund are consistent with the ICT plans and framework of the government, i.e., Medium Term Philippine Development Plan and the Government Information Systems Plan.

ii. Be responsible for the validation, review, evaluation and monitoring of the EGF projects. (Specific responsibilities of CICT with regard to Project Monitoring and Evaluation will be discussed in Article XII.) ATcEDS

iii. Issue the necessary policies for the efficient and effective management of the EGF.

iv. Provide technical guidance to agencies applying for the EGF.

v. Review requests for changes in project management, project scope and schedule, project deliverables, and project cost, among others.

vi. Ensure the conduct of project monitoring and quality assurance for approved EGF projects by the proponent agencies.

2. E-Government Fund Technical Working Group (EGF-TWG)

i. Composition. The EGF-TWG shall be composed of the CICT Commissioner for the Government Development Group and representatives from the Department of Budget and Management, National Economic and Development Authority, Department of Science and Technology, National Computer Center, and CIO Forum. The primary and alternate representatives must be authorized by their respective agency heads/department secretaries to act and speak in behalf of the agency.

 The CICT Commissioner for the E-Government Development Group shall act as the Chairperson of the EGF-TWG.

ii. Functions. The EGF-TWG shall:

• Review all EGF project proposals and submit its recommendations to the CICT Chairman

• Review priority projects identified by CICT

• Recommend to CICT projects for closure or strengthening based on the monitoring and evaluation reports of CICT.

iii. Secretariat. Technical and administrative support for the EGF-TWG shall be provided by the E-Government Fund Management Office of the CICT.

3. Department of Budget and Management — is responsible for the release of the SARO and NCA to the proponent agencies upon endorsement by the CICT. DBM shall furnish CICT with a copy of any release in SARO and NCA.

4. Chief Information Officer — shall oversee the implementation of the EGF project and shall take an active role in the collaboration activities with the participating agencies.

5. Lead Agency ScHADI

The Lead Agency shall:

a. Be responsible for the implementation of the EGF project based on project timetable and scope.

b. Be responsible for the conduct, administration and management of the procurement process for common or shared resources needed for cross-agency collaboration. This may include but is not limited to the following: drafting of request for proposals (RFP), terms of reference (TOR), infrastructure for data sharing or integration, etc.

c. Enter into a Memorandum of Agreement (MOA) with all the participating agencies for the collaboration component of the project. This is a tangible manifestation of the agencies' commitment to the cross-agency requirement. The MOA will contain the roles, responsibilities and accountabilities of the lead agency and the participating agencies.

1. Be responsible for the execution and monitoring of the collaboration component by heading the Cross Agency Committee, and convene regular meetings and workshops as needed for the cross-agency matters.

2. Create a Monitoring and Evaluation (M&E) Team composed of the Project Manager, Agency's Budget Officer, ICT Specialist and other members that may be assigned by the Project Manager as deemed necessary.

3. Submit periodic performance information to CICT using the prescribed M&E forms on a quarterly and yearly basis.

4. Attend regular conferences on EGF projects for updates on emerging good practices and challenges.

6. Implementing Agency

The Implementing Agency/ies shall:

a. Assign the appropriate representative to the Cross-Agency Committee for the collaboration component and attend regular meetings and workshops convened by the lead agency.

b. Participate in the procurement process for common or shared resources as a member of the technical working group.

c. Provide required inputs in the collaboration component of the project. DTIcSH

d. Actively support the lead agency in successfully carrying out the collaboration initiative.

e. Create a Monitoring and Evaluation (M&E) Team composed of the Project Manager, Agency's Budget Officer, ICT Specialist and other members that may be assigned by the Project Manager as deemed necessary.

f. Submit periodic performance information to CICT using the prescribed M&E forms on a quarterly and yearly basis.

g. Attend regular conferences on EGF projects for updates on emerging good practices and challenges.

ARTICLE XI

Budget Flow/Release of Funds

After evaluation and approval of the Project Plan for funding, CICT shall endorse the approved Project Plan and Work and Financial Plan to the Department of Budget and Management (DBM) for SARO release. DBM will issue the SARO to the lead agency. Upon receipt of the SARO, the lead agency will submit to DBM a monthly cash program detailing the breakdown of the project requirements and activities with the corresponding budget allocation for each month covering the project as approved by the head of the lead agency.

DBM then releases the Notice of Cash Allocation (NCA) to the agency on a monthly basis. The amount of the NCA will be based on the monthly cash program submitted by the proponent agency. Fund recipients are required to open a modified disbursement scheme (MDS) sub-account for debit/credit transaction for the approved project. Cash releases will be credited to this account on a monthly basis. The MDS sub-account shall be administered and managed by the proponent agency, subject to the usual accounting rules and regulations. The NCA must be obligated/expended within a month. Otherwise, it will be forfeited and shall be reverted back to the national treasury.

ARTICLE XII

Project Monitoring and Evaluation System

CICT shall provide consultation and project monitoring and quality assurance to lead implementing agencies from the project's initiation phase to the post implementation or termination/closure of the EGF projects.

1. Performance Measurement Framework

The elements of the Performance Measurement Framework (PMF) shall be mapped out and finalized. The PMF shall be included in the agencies' project plan to be submitted to the CICT. (Refer to Annex I)

2. Monitoring and Evaluation (M&E) Team ICAcHE

The creation of the project's Monitoring and Evaluation (M&E) Team shall be required and shall be composed of the Project Manager, Agency's Budget Officer, ICT Specialist and other members that may be assigned by the Project Manager as deemed necessary. The team will be responsible for establishing, documenting and reporting the actual outputs and outcomes of the project at the project completion phase. They will also be responsible in providing information to critical stakeholders during the project implementation stage to better manage and steer the project towards the attainment of desired and targeted reports. The M&E Team shall conduct its activities in accordance with CICT's established M&E framework and tools.

The M&E Team shall be created at the onset of the project to establish roles and requirements in the installation of the project M&E system. Such responsibility will be reflected in the MOA between the CICT and the proponent agency. A percentage of project funds for M&E system installation shall be included as a provision in the MOA.

3. Reporting

To ensure that the policies and conditions for approving the EGF projects are strictly followed by the implementing agencies, these agencies shall submit periodic performance information to CICT using the prescribed M&E forms on a quarterly and yearly basis. These reports shall be CICT's basis for review and assessment of the agencies' EGF project, as well as in evaluating agencies' request for changes in project management, project scope and schedule, project deliverables, project costs that resulted to savings, among others. DHCcST

Regardless of the amount, complexity and number of components of a project, the proponent agency shall submit ONE monitoring report per project. It is the responsibility of the lead agency to consolidate all reports of all the project components before submitting it to CICT. Reports given on a per component basis shall be considered as incomplete submission. Monitoring results of the components including those that are managed by partner/implementing agencies may serve as attachment to the consolidated report.

Within sixty (60) days upon completion of the project, the implementing agencies' M&E Teams are required to submit a project completion report to CICT, together with the liquidation of the amount given for the project. Only agencies that submitted a completion report and has been validated by CICT shall be considered as completed.

A. Reports

1. Quarterly Project Status Report. This report is prepared quarterly by the lead agency and submitted to CICT on a quarterly basis. The report shall cover major output, milestone, activity status, issues encountered, budget usage and future actions. There will be three (3) quarterly reports submitted in a year. Please refer to Article XII. 3.A.3 for the schedule of submission. STcEIC

2. Annual Monitoring and Accomplishment Report. The report shall cover major output, milestone, activity status, issues encountered, and budget usage for the past year, as well as future actions for the succeeding year.

3. Schedule of submission. Deadline for the submission of monitoring reports will be as follows:

1st Quarter Status Report	April 30
2nd Quarter Status Report	July 31
3rd Quarter Status Report	October 31
Annual Report	January 31
Completion Report	60 days after completion of the
	project

4. Completion Report. The proponent agency shall submit this report to CICT upon completion of a project for validation. The report shall account all deliverables, accomplishments, budget usage and other project documentation.

5. Termination Report. A Project Termination Report is required in the event a project is closed without being completed. It explains why a project is being closed and describes how the project will be closed. The Project Termination Report specifies the accomplishments (if any) and what was not completed in relation to the project objectives and deliverables.

Aside from M&E report requirements, CICT may also conduct site visits to address problems brought to its attention for appropriate action. Proponent agencies will be notified if there are unsatisfactory/negative findings by the CICT and shall be advised to undertake corrective measures.

4. Project Termination

The CICT reserves the right to pre-terminate a project based on the result of the monitoring and evaluation activities.

Pre-termination of projects may be done based on but not limited to the following:

• Projects with anomalous findings based on CICT monitoring results and COA findings/observation. These are projects found to have inconsistencies and/or questionable activities/transactions/deviations in the project conduct, as a result of COA audit and/or CICT monitoring. The usual due process shall be implemented.

• Delayed projects. These are projects that extend beyond its approved target completion date without the approval of CICT.

• Projects that deviated from the approved plan without the approval of CICT. These are projects that adopted certain variations in the project scope, design, deliverables, and project cost without informing CICT, either for approval or notification.

• Non-submission of reports. HAaECD

Agencies with projects that have been identified for pre-termination will be notified of the monitoring result and the basis of pre-termination. The proponent agency may request for reconsideration by submitting a formal letter to the Chairman of the CICT.

5. Feedback Processing

Information gathered from the project monitoring and evaluation shall be used as basis for CICT management's recommendations and decision making in terms of corrective actions on project's failure/closure; support such as M&E training; possible justification as to additional EGF allotment; and as basis for policy formulation. M&E information shall also be the basis for CICT's generation of reports to be submitted to the Department of Budget and Management and other oversight agencies.

Agencies shall be required to attend regular conferences on EGF projects for updates on emerging good practices and challenges. Project Managers of completed projects are recognized and encouraged to share lessons learned during these conferences. All salient M&E performance information, including case studies of emerging good practices, and completed EGF projects shall be uploaded in the EGF website.

ARTICLE XIII

Other Provisions

These Guidelines may be supplemented with specific provisions by the CICT, as necessary, provided said provisions are consistent with the provisions of the General Appropriations Act.

ARTICLE XIV

Effectivity and Coverage

These Guidelines shall take effect immediately and shall cover all on-going and future E-Government Fund projects.

Approved by:

(SGD.) SEC. RAY ANTHONY ROXAS-CHUA IIIChairman, CICT

ANNEX A

CHANGE REQUEST FORM

Change Request Details and Impact Analysis

TITLE

(Enter a brief descriptive name for this change request. Fill-up the applicable table for change request. Please supply additional information essential in reviewing your request.)

Description	Describe the change being requested. Include a description of impacts
	to existing objectives and deliverables as well as any new objectives
	and deliverables.
Justification	Provide a business case for the change being requested. Describe the
	impact if the change is not implemented as requested. Discuss any
	issues of timing of implementation.
Scope and Requirements	Describe the impacts on project requirements including whether this is
	in or out of scope of the project required.
Project Risk	Describe risks associated with this change or overall impacts of change
	on project risks.
Schedule	Describe potential impacts of change on project schedule. Include description of
	proposed implementation schedule associated with change.

 

Activities/Tasks	Output/	Cost/	Percent	Implementation	Remarks
	Deliverables	Budget	Allocation	Schedule
List down the	Specify the	Indicate the	Determine the	Indicate target date	Include points
major activities	expected	cost allotted	percentage of	of completion for	to consider
of the project	output.	for each	the cost/budget	each activity	(if any)
from the time		activity or	of each task/
of the approval		task.	activity in relation
for funding by			to the total project
CICT up to the			cost. (approved
completion of			budget +
the project			additional budget)

 

ANNEX B

APPROVAL PROCESS FOR PROJECT PLAN REQUEST

ANNEX C

Format for Concept Plan

 

 

 

ANNEX D

WORK AND FINANCIAL PLAN SUMMARY

Project NameProject Cost (MOOE only)Start Date 4-May-09End Date 31-Aug-09

 

WORK AND FINANCIAL PLAN

Project NameProject Cost (MOOE only)Start Date 4-May-09End Date 31-Aug-09

 

Project Plan Template

Table of Contents

I. Project Title

II. Project Purpose/Description

III. Technical Architecture/Feasibility

IV. Project Outcomes

V. Collaboration

VI. Qualifying Criteria

VII. Project Management Plan

VIII. Stakeholder Management and Communication

IX. Budget and Expenditure

X. Risk Management Plan

XI. Quality Management Plan

XII. Change Management Plan

XIII. Exit and Sustainability Plan

XIV. Evaluation Plan

XV. Endorsement from Agencies

Guide to This Document

This document was prepared for the exclusive use of Philippine government agency applicants who wish to avail of Project Funds from the e-Government Fund of the Commission on Information and Communications Technology. aDIHCT

What is a Project Plan?

A Project Plan is the management document for the project. It is owned, maintained and utilized by the Steering Committee to ensure the delivery of project outputs and the realization of project outcomes. A Project Plan provides a comprehensive overview of all the project components, how you intend to produce the outputs and describe the roles and responsibilities of each of the parties in the governance structure of the project. It provides specific details on the scope, governance, budget, resources, work plan and milestones of the project. It defines the project and quality management processes to be used throughout the project. The document expands upon the original Concept Proposal enabling detailed definition of the scope and management of the project.

Why would a Project Plan be developed?

A Project Plan is developed to request for funds for the implementation of the agency/s e-Government project.

How will the Project Plan be evaluated?

Potential projects should be evaluated to ensure:

• The project has strategic value and alignment with the Philippine government's socio-economic goals and information technology standards.

• The agency has capability and capacity to absorb change and deliver the desired outcomes

• The potential investment of time, effort and funds has value

• Scarce resources are dedicated to the highest value opportunities

• The project will be properly managed and controlled

• Projects with inter-dependencies are undertaken in the optimum sequence.

Who is responsible for developing a Project Plan Proposal?

The Project Sponsor is responsible for preparation of the Project Plan. The process may be subcontracted to an external consultant or may be produced within the Information Technology department of the agency.

Notes on use of this document guide:

A number of different text styles have been used within the template, as follows:

• Text in italics is intended to provide a guide as to the kind of information that can be included in a section and to what types of projects it might be applicable. It should be deleted from the final document.

• Text in normal font is intended as examples. CTDAaE

• Text enclosed in <angle brackets> is intended to be replaced by whatever it is describing.

ANNEX E

Commission on Information and Communications Technology

Application Number

Date Received

Received By

e-GOVERNMENT FUND

I. Project Title

II. Project Purpose and Description

A. General Description

A fully articulated description of the underlying business need or opportunity, the organization's legislative or strategic plan context germane to the case, and how the proposed initiative will address needs or problems or accrue benefits to the sponsoring business area or organization.

Briefly describe the reasons for establishing the project and how it was initiated. Summarize any relevant background information. This section may include an examination of the various options considered during the feasibility phase of the project. Additional information may be included in the Appendices.

B. Rationale

Provide a detailed explanation of the reasons why the problem needs to be addressed, including an assessment of the urgency to address the problem and an analysis of what will be the effect if the problem is not addressed.

This section should include an explanation of the reasons why the agency should be taking the lead in addressing the problem, including direct references to the agency's mandate and reform agenda. The explanation will need to provide a clear linkage between the proposed project and a "mission-critical" aspect of the agency's mandate. The relationship of the proposed project to the agency's ISSP should be described.

The summary of this section should include a statement by the agency as to why the agency believes that the appropriate use of ICT will contribute to the resolution of the problem with general examples of how ICT might be used.

C. Objectives

What specific contributions the proposed project will make to the organization's operational plans and goals and how? What business problem or opportunity is driving the proposed initiative and what are the specific negative or positive impacts of these? What benefits are expected to result from the initiative?

A project objective is a statement of the overarching rationale for why the project is being conducted. A project can have one or more objectives. They do not need to be measurable, and they should focus on what the project is going to achieve, rather than what is produced. A useful way to frame the objective is to answer the question 'why are you doing the project?' The result is a one sentence statement, or series of statements, starting with the word 'To'. . . . CaDATc

D. Specify if the request for funding will serve as a local counterpart fund to get foreign funding assistance

Project funds are to be used as a local counterpart [?] Yes [?] No

If yes please specify foreign institution: _______________________

E. Components

What would be the constitutive elements of the project that would enable it to reach its objectives?

F. Duration

What actions are required to realize these benefits and over what period of time?

G. Implementing Agencies

A description of the key stakeholders affected by the project, and how they will be involved in the business case for it. What action have you have taken to explore whether there are opportunities for a cross-agency integrated system or an agency based approach with some functionality for other agencies?

H. Gender and Development

Describe the gender and development concerns related to the project and your strategies to address them for e.g., ensuring equitable access of women and men to the technology/service/facility. Explain how gender-disaggregated data from various levels of the projects will be collected to inform decisions on the project.

III. Technical Architecture/Feasibility

A Project Conceptual Design

1. Current and Target Business Process Flow

(Through diagrams and narrative, provide business process models representing the current process flow and the proposed systems flow with their corresponding outputs output flow), highlighting where the proposed system provides improvements. Discuss the gaps and problems on the current process and how the target process will fill-in these gaps and address problems identified)

Current Process

Target Process

2. System Context Diagram

(Provide a context diagram indicating how the proposed system fits in with your agency's Information Systems Architecture. The diagram should show the general concept of operation including the source(s) of data entering the system and the needed interfaces to existing and planned information systems. Show ALL interfaces and linkages, including functional interfaces. Use solid lines/boxes for existing interfaces and systems, and dotted lines/boxes for planned interfaces/systems). (Include interagency linkages if any.)

System Context Diagram

B. Technology Requirements

1. Technologies and Products Required for the Project

(Provide a listing of all the technologies and products that will be employed for the project including equipment, computers, operating systems; programming languages, other software, and communications. Indicate if these are to be purchased, leased, donated or are available thru Open Source.)

 Technology or  Sourcing For Software Product   (Proprietary or Open Source)

______________ ____________ __________________________

______________ ____________ __________________________

______________ ____________ __________________________

______________ ____________ __________________________

______________ ____________ __________________________

2. Standards to be Adopted

(List all applicable technology standards that will guide the procurement of products. For each standard, indicate whether it has been adopted only for this project or by the proponent agency for all its ICT procurement)

 Technology Standard  Agency-Wide or for Project

_________________________ ___________________________

_________________________ ___________________________

_________________________ ___________________________

_________________________ ___________________________

_________________________ ___________________________

C. Development and Implementation Strategy

(Indicate if the project will be outsourced (full/partial) or will be done in house. Provide a narrative explaining the strategy to be employed and identifying any development methodologies or tools and techniques to be employed in the implementation of the project and the testing of its outputs.)

 Development and Implementation Strategy Check Box

Fully Outsourced __________________

Partially Outsourced __________________

In-House __________________

Narrative __________________

D. Migration Plan SCDaHc

(Describe how you plan to achieve the target business process from the current state. If the project output is a either a prototype or pilot project, identify the next steps that the agency will pursue until the project is fully implemented, including how the needed resources will be provided. If the output is a fully implemented project, describe how you plan to phase it in.)

 Project Output Is Check Box

Prototype or Proof of Concept __________________

Pilot Project __________________

Fully-implemented Project __________________

Narrative __________________

IV. Project Outcome

E-government has the potential to improve greatly the delivery of public services, making them easier to access, more convenient to use, more responsive, more transparent and so on. It also has the potential to free up resources in the public sector by delivering services more efficiently. IT projects are complex and the drive towards e-government also comes with risks, so it is important that delivery organizations are clear about the benefits they expect from their investment in electronic delivery. This section is to help government departments and other public sector bodies think about these benefits: how they can quantify them; how they will realize them; and how they will identify the associated risks when they are developing their business cases.

A. Brief description of the services/functionality to be offered by the project, and why an e-solution is appropriate/desirable.

______________________________________________________________

______________________________________________________________

______________________________________________________________

B. Who are the principal users of the service? Which segment (if not all) of this user base is the project principally intended for?

______________________________________________________________

______________________________________________________________

______________________________________________________________

C. Types of Benefits

Identify the benefits offered by the project. Please list and describe the project outcome clustered as ultimate, intermediate and immediate outcome. Input in this section will be the basis of the input in the performance measurement framework (section XI. 6).

 Project Outcome Major Beneficiaries [?] (Indicate if it is  the client, public, agency, or nation  that benefits. Describe client  by sector if possible.)

Ultimate outcome of ICT project which IcHTCS

Example: Improved health condition.

Intermediate outcome of ICT project

Examples: Improved service delivery.

Immediate outcome of ICT project

Example: Improved capability of the

V. Collaboration

A. Conceptual Framework

(Present the general design of the interagency linkages of ISs and its subsystems, sources of data or information and the databases. The diagram should show the sources(s) of data entering the system and the needed interfaces. Show ALL interfaces and linkages, including functional interfaces. Use solid lines/boxes for existing interfaces and systems, and dotted lines/boxes for planned interfaces/systems)

B. Business Process Flow

(Discuss, through a diagram and narrative, the business process model collaborating among participating agencies. Show what and how resources will be shared.)

VI. Qualifying Criteria

A. Specify below which of the priority agenda of the present leadership of the Government is being directly supported by the project.

______________________________________________________________

______________________________________________________________

______________________________________________________________

B. All implementing agencies of the project must have an NCC-approved information systems strategic plan (ISSP). If project is not listed in the approved ISSP(s), an endorsement from the NCC must be secured.

 Agency Date of NCC Approval Coverage Period

Lead Implementing Agency _____________________ _____________________

Agency 1 _____________________ _____________________

C. Project must be consistent with ICT plans/framework. Project outcomes must contribute to the attainment of the plan/targets, consistent with the plan strategies and project itself must be listed or described in any of the following plans:

 Plans Provision/s

MTPDP ____________________________

GISP ____________________________

D. Project must be an application/information system or e-learning software which is: CcADHI

 Description/Explanation

D-1 Citizen-Centric

(Describe how the project provides

D-2 Transactional/Interactive System

D-3 Mission Critical-Frontline

D.  n Project must be cross-agency. Indicate how the project will satisfy the following during the onset of the project or in its future activities:

 Criteria Description/Explanation

Commitment to engage implementing

VII. Project Management Plan

A. Governance

The assessment and selection of people to perform the functions within an appropriate structure is critical to the project's overall success. A diagram to illustrate the specific structure of the Project is shown in Figure 1. This is a generic model and is used as an example only. Not all projects will include all of the entities listed.

Membership of the governance structure is specified in this section of the Project plan. It may be prudent to include specific detail about roles, responsibilities, and accountability, under each title if it appears that such clarification will assist the project to run smoothly.

In the second column of the table below, indicate the specific persons/organizations taking up the different governance positions. Not all projects will have all the positions listed.

Governance Positions	Identify Specific Person/s
		and Departments
Project Sponsor. The Project Sponsor has	The Sponsor for the <Project
ultimate accountability and responsibility for	Title> is: <Name, Position,
the project. The Sponsor oversees the business	Department>.
management and project management issues
that arise outside the formal business of the
Steering Committee. The Sponsor also lends
support, by advocacy, at senior levels, and
ensures that the necessary resources (both
financial and human) are available to the
project. The Project Sponsor must be
identified for all projects, no matter what
the size or complexity. The Project Sponsor
is a member of the Steering Committee, and
is usually the Chair.
Project Owners. The Project Owner(s) is	The Project Owner(s) for the
responsible for managing the project outputs	<Project Title> is (are): <Name,
for utilization by the Project Customers. The	Position, Department>.
Project Owner(s) must be satisfied that the
project includes all of the outputs necessary
for outcome/benefits realization. Each output
must be specified and delivered fit-for-purpose.
The Project Owner(s) must be identified for all
projects, no matter what the size or complexity,
even if they are the same entity as the Project
Sponsor, or indeed the Project Manager, as
they have a significant responsibility for
ensuring outcome realization.
Steering Committee. The Steering Committee is	The Steering Committee is
responsible for policy and resource decisions	comprised of:
essential for the delivery of project outputs and	1. <Chairperson> (Project
the attainment of project outcomes. It is also	Sponsor);
responsible for ensuring appropriate	2. . . . ;
management of the project components
outlined in this plan including risk monitoring,
quality and timeliness.
Project Manager	The Project Manager for the
The Project Manager is contracted by the	<Project Title> Project is:
Project Sponsor and Steering Committee to	<name>.
deliver the defined project outputs. They are
responsible for organizing and managing the
day-to-day aspects of the project, developing
the Project Execution Plan(s), resolving
planning and implementation issues, and
monitoring progress and budget. The Project
Manager will:
1.	Develop and maintain the Project Plan
	and a Project Execution Plan(s)
2.	Manage and monitor the project activity
	through detailed plans and schedules
3.	Report to the Project Sponsor and
	Steering Committee at regular intervals
4.	Manage (client/provider/stakeholder)
	expectations through formal specification
	and agreement of goals, objectives, scope,
	outputs, resources required, budget,
	schedule, project structure, roles and
	responsibilities
Project Team. The Project Team is led by the	The core Project Team will be:
Project Manager, working for the successful
delivery of the project outputs, as outlined in	<list: 1. [Name], [Title],
the Project Execution Plan(s). It is desirable	[Section/Company] — [full time
that the Project Team includes representatives	or part time]>
from the Business Unit(s) affected by the	2.
project. Team Leaders may manage different
sub-projects. The composition of the Team	3.
may change as the project moves through its
various phases. The assessment and selection
of people with the requisite skills required for
each phase of a project is critical to its overall
success. The skills should be explicitly identified
as a part of the project planning process. The
Project Team is responsible for completing
tasks and activities required for delivering
project outputs.
Consultants and Contractors	Quality Advisory Services will be
		rendered by <enter name of
•	Large projects generally engage one or	consultancy> for <enter task>.
more quality consultants to undertake formal
quality reviews of the project's processes or
outputs. These consultants work independently
of the Project Team, and are often contracted	Quality Review Services will be
from outside the organization. There are two	rendered by <enter name of
distinct classes of Quality Review:	consultancy> for <enter task>.
•	One class focusing on the project as a
whole in terms of structure, processes and	Consultancy Services for <enter
progress toward outputs	task> will be rendered by <enter
		name of consultancy>.
•	One class focusing on the quality of
products or services (outputs) being produced
within a project in a technical field (e.g., law,
IT, construction)
Contractors also may be engaged to work as	Contracting of services for <enter
part of the Project Team. Contractors are	task> will be rendered by <enter
employed, external to the business area, to	name of contractor>.
provide a specified service in relation to the
development of project outputs.	Other contractors or
		consultants . . .
Examples include:
•	Prepare and deliver training to staff in
	the business area
•	Develop and deliver marketing programs
•	Develop guides and/or manuals
•	Develop business application software
Reference Groups. Reference groups provide	List any reference groups.
expertise and quality assurance in the
development of project outputs. They also
provide forums to achieve consensus among
groups of stakeholders. The group may already	It is proposed that a Reference
exist, have an indefinite life span or may	Group will be established for
continue for the life of the project. One such	<enter explanation of terms of
group might be a general reference group	reference>.
delegated by the Steering Committee to
monitor or modify the project for approval by
the Steering Committee. The group also may	It will comprise:
consist of collection of people with like skills
to address a particular set of issues. An
information technology reference group is	<list: 1. [Name], [Title],
an example.	[Section/Company]>    SEcADa
Working Groups. Working groups consist of	List all working groups
small specialist work groups, each dedicated
to producing a well-defined output within a	It is proposed that a working
specific timeframe. A working group has no	group will be established for
life beyond the delivery of that output.	<enter explanation of task and
Working groups probably involve one or more	output>.
members of a Project Team to support activity.
		It will comprise:
		<list: [Name], [Title],
		[Section/Company]>

B. Reporting Requirements

Reports for the Steering Committee are required to concentrate on the management issues of the project. It is important to clarify frequency and reporting relationships — this will also inform Stakeholder and Management and development of the Project Communication Plan. In some cases, the Project Manager may be required to report to bodies outside the Project Governance structure.

The Project Manager's regular report to the Steering Committee will include the following:

• Status of the project:

• Milestones for the last reporting period;

• Milestones for the next reporting period;

• Milestones for the remaining period of the project;

• Budget report (with respect to planned expenditure, actual expenditure and the deficit/surplus);

• Issues report (including areas of concern, specific problems, and any action that needs to be taken by the Steering Committee); and (refer to section in project plan where this is found)

• Risk management report (which will specify any changes to the major risks identified since the previous report and modification to the strategies put in place to manage them). (refer to section in project plan where this is found)

The Quality Consultants' reports provide independent feedback to the Steering Committee on issues such as:

• Legal issues related to the development of contractual documentation;

• Auditors who report on the Project's compliance with internal and external audit requirements;

• Quality reviews conducted of the project, for example with respect to the project and quality;

• Whether outputs meet the specified requirements, for example advice from information technology specialists who are contracted to define and manage the technological aspects of the project. TCDcSE

VIII. Stakeholder Communication and Management

This section of the Project Plan outlines the framework by which communication and management strategies will be established and conducted for the project's stakeholders/stakeholder groups. The stakeholder management strategies adopted may be formal, informal, detailed or broad, dependent on the needs of the project and what is most appropriate for each group of stakeholders. A stakeholder management and communication framework may need to include:

• A stakeholder analysis. This is a process of stakeholder identification and classification, which describes the nature of stakeholder interests (i.e., whether they will impact or be impacted by the project) and how they will be engaged. See Table below.

• A summary of the overall key communication and management issues/concerns for the project

• A stakeholder communication strategy, which will contain details of key issues, communication approaches, management methods, and milestones for communication activities. See table below.

A. Stakeholder Identification and Analysis

An early review of the stakeholder list is required to identify critical stakeholders who should be involved in all project planning and review sessions. Classification of stakeholders may change as the project progresses. The following list provides a list of classifications that may be adopted by a project to categorize groups of project stakeholders. Classifying stakeholders into groups allows management strategies for like groups to be developed and implemented.

 

i. Individuals/groups/organizations/related projects who will be impacted by the achievement of the project's outcomes for e.g., beneficiaries, clients

ii. Groups/organizations responsible for the delivery of the project's outputs for e.g., Project Team, Consultants

iii. Groups/organizations that will be required to implement and utilize the project's outputs to enable the achievements of the project's outcomes, for e.g., Project owners

iv. Groups/organizations that will be required to provide inputs and services to the project, for e.g., vendors and suppliers

v. Groups/organizations who need to review (or audit) the project and its outputs/outcomes, e.g., Quality review committee, Budget committee, Department of Budget and Management, Congress. ICESTA

vi. Related projects and change activities that will impact upon this project for e.g., external or internal organizations, government, non-government.

B. Stakeholder Communication and Management Issues

Identify communication requirements for key stakeholders

• Some requirements will be set by the legal framework or charter of the organization.

• Some formal communication may be needed for the Board's work such as on strategic direction, surveys of owners on a particular investment decision etc.

• Other requirements may be informal, such as a "no surprises" requirement for Government regulators, or a need to keep stakeholders informed of the reasons for projects decisions.

The key communication and stakeholder management issues for this project are:

<briefly list key issues/concerns and planned action>

C. Communication Approach

Broadly describe the direction and approach that will be used for stakeholder management. Based on project-specific methods, describe how project stakeholders and information requirements are identified and organized in order to ensure timely and appropriate collection, generation, dissemination, storage, and ultimate disposition of project information among project stakeholders.

Consider any assumptions and constraints that may need to link into the project's risk management plan. Examples include:

• Use of diverse means of communication with face to face mode of communication as the primary method by the project's key management team (e.g., Project Sponsor, Project Owner, Project Manager)

• Information presented regularly, (i.e., frequency) via a variety of medium and formats

• Strategy for responding to unexpected stakeholder demands or information requests

• Mechanisms established to ensure two-way communication DECcAS

• Key roles for specific personnel (e.g., who is the primary contact for handling queries from the public, media, private organizations etc.)

____________________________________________________________

____________________________________________________________

____________________________________________________________

D. Related Projects & Programs

Related projects (or major change initiatives) within the Division and/or Department can be of significance to the project. Representatives of these projects should be involved in project planning sessions. It is important to establish both the type and nature of the relationship between the projects. The type of dependency refers to whether:

• A related project is dependent on, or interdependent with this project, or

• Whether this project is dependent on another project. And if so, how and why.

The nature of a dependency can include a shared relationship with data, functionality, staff, technology/infrastructure, funding, policy and/or legislation.

Other projects that are interdependent to the <Project Title> Project are:

• <list other projects and nature of relationship>

IX. Budget and Expenditure

Identify and summarize the project's budget and expected expenditure in line with the project plan and financial planning. The budget information can reflect funding for the life of the project, a specific Stage or Phase, or a single financial year. Separate budget information should be provided for all sub-projects.

A working budget and current expenditure documents would be maintained separately to avoid the need to continually re-release the budget.

Where the project is beginning the transition to program mode, Project Owners will be required to commit the level of recurrent expenditure required for ongoing maintenance of the outputs. Depending on how often the project is to be revised, a working budget and current expenditure documents would be maintained separately to avoid the need to continually re-release the budget.

When developing the budget serious consideration should be given to contracting specialist external consulting services to provide advice and expertise in essential quality and project management methodologies in the areas of project management, risk management, governance, strategic planning, probity advice and audit, organizational performance management, business solutions, as well as information security strategy and management including disaster recovery.

A. Cost Summary

B. Cost Breakdown

C. Work and Financial Plan

WORK AND FINANCIAL PLAN

 

X. Risk Management Plan

The purpose of risk management is to ensure levels of risk and uncertainty are properly managed, so any potential threat to the delivery of outputs (level of resourcing, time, cost and quality) and the realization of outcomes by the Project Owner(s) is appropriately managed to ensure the project is completed successfully. EHTIDA

 

Ultimate responsibility for ensuring appropriate Risk Management processes are applied rests with the Project Sponsor and Project Steering Committee. In order to undertake appropriate risk management, the Project Sponsor and Project Steering Committee require a clear statement of the nature of each individual risk, the manner in which the risks can be contained, the potential impact on the project's success if the risk is left unaddressed and the likely cost of mitigation strategies. All projects require a risk analysis to be undertaken upon commencement, which is regularly reviewed throughout the project life. Attention should also be paid to the assumptions and constraints identified during the planning process as they will often indicate risks to project success. Examples of assumptions and constraints include deadlines, finance and budget, legislation, resource availability, environment, technology, security etc.

On completion of the initial risk analysis, and following risk reviews, strategies to manage or reduce high-level risks should be detailed here, noting how they will be implemented and how their effectiveness will be monitored. Processes for escalating project risks to Senior Management should occur as part of the overall Agency or whole-of-government risk management processes, including information and physical security risk management plans.

Risk management is an ongoing process over the life of a project, and any Risk Register must be considered a 'snap shot' of relevant risks at one point in time. The level of clarity with respect to specific risks usually improves as the project progresses. It may be prudent to discuss any 'political' risks with the Project Sponsor prior to documentation.

1. Risk Register

Answer the Risk Register below and indicate which risks pose the highest threat. What are the ^* Are costs advanced or increased? Is output quality reduced? Consider both internal and external risks, e.g., risks that may arise from the collaboration component of the project. Columns two and three are answered by rating the risk High, Medium or Low. Column four multiplies the answers in the two previous columns to get the total exposure for that risk. A higher number indicates a higher risk. You may need to use separate sheets for explanations of your mitigation plan or the risk description.

Risk	Probability	Severity	Exposure	Trigger Date	Mitigation
Description	(Probability risk	(The severity if	(Multiply the	(Date by which	Plan
(Describe	will occur)	risk occurs)	probability	you need to	(Described
potential			times severity)	act)	plans to
problem in a					deal with
statement or					the risk)
short paragraph,	(High, Medium	(High, Medium
include agency	or Low)	or Low)	H-3
risks, project			M-2
risks, system			L-1
risks and
project risks)

2. Monitoring and Review

How often will the Risk Management Plan and Risk Register be formally reviewed, and by whom? How often will Risk Status be reported to the Steering Committee?

XI. Quality Assurance Plan DaACIH

The Quality Assurance Plan details how the quality processes will be implemented. The purpose of quality management in projects is to ensure that the project outputs are delivered fit-for-purpose. If outputs are not fit-for-purpose, there is every likelihood that planned project outcomes will not be realized, or realized to a much lesser extent. It can be achieved by developing quality criteria for the outputs themselves (quality control) and by ensuring that all project management processes are conducted in a quality manner (quality assurance).

While it may be developed as a separate document, the Quality Management Plan should address the following components:

1. Methodologies and Standards

What proven methodologies and standards will be used to ensure that materials, products, processes and services are fit for their purpose? Examples in this context include project management methodology, procurement guidelines, and relevant business domain driven standards.

2. Monitoring and Reporting

What procedures will be utilized to ensure effective monitoring of project progress? What review and acceptance procedures will apply for example in the management of the project?

3. Issues Register Management

Who will be responsible for managing and maintaining the Issues Register? How often will it be updated? Who will have input? How will major issues be escalated, and to whom?

4. Information Management

Do any protocols apply for records management? How will registration of all official documents be managed?

5. Output Quality

Detail how the outputs are to be tested and accepted by the Project Owner. In many cases this will require establishment of a formal process. In addition detail how the sign off by the Project Owner that they have accepted the output is to be documented. In some cases this may be as simple as having the Steering Committee endorse that an output has been delivered and accepted. It is essential that the Project Owner is intimately involved in this process and take ownership once the output has been delivered. They may also need to have input into the quality assurance process for outputs to assist with making sure they are fit for purpose before delivery.

6. Performance Measurement Plan

Performance Measurement Plan (PMP) outlines the process of establishing targets and principles for observing, capturing and measuring program outcomes for evaluation purposes and recommended course of action. It includes performance objectives and criteria, performance indicators, and any other means that evaluate the success in achieving a specified goal.

Performance Measurement Framework

This framework identifies the objectives of the project, declares targets and indicates specific processes which are applied to monitor and measure attainment of these objectives and targets.

The project outcome listed in the first column should be consistent with the project benefits identified in Section IV. C.

Based on the above guidelines, attach the Quality Management Plan as an appendix to the proposal.

XII. Change Management Plan

Organizational Change Management is the management of realigning an organization's people and culture with the changes in its business strategy, organizational structure, processes and systems. Any project planning activities must consider the amount of organizational change required to deliver the project outputs and realize the project outcomes.

Disruption, anxiety and stress accompany all significant change, whether the change is work related or personal. In the workplace, the impacts of a major change can seriously impact the effectiveness of the organization. External change — that is change, which is not brought on by decisions of the individual, is particularly disruptive. Change management seeks to plan and manage the impacts of change on an organization.

It is important to realize that resistance always accompanies change and that it is a natural and understandable human reaction to disruption. Rather than ignoring resistance to change, it should be acknowledged and managed.

Large and/or complex projects may require change management to be addressed as a separate — but closely related — project, or series of projects, within the Agency. Organizational Change Management is a substantial discipline in its own right and includes the management of changes to the organizational culture, business processes, physical environment, job design/responsibilities, staff skills/knowledge and policies/procedures.

Usually the Project Owner(s) will be required to create and maintain the Change Management Plan(s), and report on progress toward the achievement of project outcomes to the Steering Committee and senior management. In reality it is often the Project Manager who will prepare the first draft of the Change Management Plan.

In this section, describe when and who will develop and maintain the change management plan throughout the life of the project. In some instances, more than one change management plan may be required if more than one Agency will be responsible for the maintenance of the project outputs and for the achievement of project outcomes.

Elements of the Change Management Plan may include the following:

1. Transition Plan and Schedule

The Transition Plan Schedule should describe all actions required for transition, the timing of these actions and any inter-dependencies between actions. The Transition Plan Schedule should describe all resources to be deployed to achieve transition. It should also include the transition communication plans and activities. Training activities necessary to prepare for the various changes should also be included in the plan.

2. Resistance Management Plan

Define what resistance may look like for your change and how it may be identified. For each level with the impacted organization, define a strategy for managing resistance to the change and prepare job aides. How the resistance plan will communicate this resistance management plan to managers and coaches in their change management training sessions.

XIII. Sustainability Plan

This section specifies the plan for sustaining the project and maintaining the developed technology including the hardware, operating system, network and software. The plan should also take into consideration who will have responsibility to host the deliverables after the project ends.

The plan should include how all the deliverables will be preserved and maintained in a data centre or managed repository including core project documents, specifications user guides, technical documentation, troubleshooting guides etc.

Consideration must be given to the ongoing maintenance of the technology and how the project will retain or obtain the required resources including the associated costs to run the project for future years. If expansion or roll-out of the project is planned in the future does the agency plan to resource the expansion within the agency's budget?

The plan must also include any policy initiatives, whether internal agency or national policy, that are required to formalize the systems and processes introduced by the project. Ensuring Intellectual property rights of the systems to be developed by the project should be ensured.

Based on the above guidelines, attach the Sustainability Plan as an appendix to the proposal.

XIV. Evaluation Plan

Regardless of the size or complexity of the project, a measurement of the project's success against well-defined criteria is necessary. Establishing criteria helps with the measurements taken during the project and after the project has finished. These measurements include determining whether key performance milestones are being met, how well managed the project is, and whether the specified project outputs have been delivered and the outcomes realized.

Consider and define the following:

• The timing for any reviews, which may be conducted at the end of a phase or each and every phase, and/or after all outputs have been delivered prior to the project being closed.

• What each review(s) will cover, for example:

— A technical review of the outputs from the project;

— A review of the success of the project;

— A review of the processes used to produce the outputs;

— Lessons learn from the project; or

— A combination of the above.

• Who is responsible for arranging and managing the review(s)?

• Who will perform the review(s)? TICDSc

• Who is responsible for the post implementation review process?

• Who will the report(s) be delivered to?

• Who is responsible for accepting the reports produced by the process?

• Will all relevant stakeholders be included within the review process?

• What action will be taken once the report(s) have been received?

• At what point will the project be closed and what will be done to formally close the project?

Ideally, an independent body conducts these types of review and the cost for the reviews should be included in the project budget.

The following components of Project Evaluation should be detailed in the Project Plan:

1. Project Performance Review

This type of review can include evaluating the performance of the project against the baseline measures for:

Achievement of objectives

Realisation of Target Outcomes SCEHaD

Number of outputs delivered and accepted

Budget — actual expenditure versus project budget

Schedule — actual achievement of milestones versus planned

2. Project Output Quality Review

During the project or at the end of the project, an evaluation of the quality or fitness-for-purpose of the outputs is needed to assess stakeholder satisfaction with the outputs delivered by the project. The fitness-for-purpose criteria developed before the start of the project should be used as a baseline when conducting this type of review.

3. Project Change Management Review

A review of your change management system. It will review among other things the Process used for notification of Change Manager for Urgent changes, the frequency and conduct of change review meetings and if present the change management communication plan and/or activities.

4. Project Management Methodology Review

Prior to the Project Team and Steering Committee being disbanded, an evaluation of the project to assess the effectiveness and appropriateness of the project management methodology applied is useful. This type of review captures valuable learning for future projects. It is a review of the processes adopted for the project and not a review of individual performance.

Based on the above guidelines, attach the Evaluation Plan as an appendix to the proposal.

XV. Endorsement from the Heads of Agencies

The project proposal should be endorsed by all the Heads of all the implementing agencies by providing the Head's full name, signature and endorsement date. For agency-initiated and CICT-assisted projects, attach a copy of the memorandum of agreement signed by all of the participating agencies to substantiate cross-agency collaboration.

ANNEX F

PROJECT WORK PLAN

ANNEX G

Commission on Information and Communications Technology

Application Number: ______________

Date Received: ___________________

[Pls. include Version No. if current draft is a resubmission]

Received by: _____________________

I. Research Title. Should be descriptive of the work scope in specific, clear and concise terms.

II. Lead Researcher. Please provide complete details asked below:

III. Implementing Agency(ies). The implementing agency(ies) is/are the entity(ies) given the primary responsibility for carrying out or coordinating project activities. If project is cross agency, identify the lead agency and clearly define roles and responsibilities of participating agencies. Submission of a Memorandum of understanding among implementing agencies is required and should be submitted as one of the supporting documents.

_______________________________________________________

Lead agency involved in the execution of the project

Participating Agency(ies)

_______________________________________________________

Agency(ies) that is/are expected to cooperate/contribute to the research work, as collaborator or co-grantor aCTHDA

IV. List of All Participating Personnel. List down their names, positions and specific tasks in the conduct of the study.

Name	Organization	Highest	Involvement
		Qualification/Date	in the
		Conferred/Conferring	Study/Tasks
		Institution
_____________	____________	____________________	_____________
_____________	____________	____________________	_____________
_____________	____________	____________________	_____________

V. Proposal Summary

A. Statement of the Research Problem. The proponent should describe the prevailing problem situation or rationale of proposed research.

B. Duration of Research: (in months) __________________________

C. Budget Requested: PhP ___________________________________

D. Research Location/Scope (including target population): __________

E. Background of the Study

1. The proponent should give strong justification for selecting such study in relation to the attainment of the goals, objectives, targets or strategies of any of the following plans: Medium-Term Philippine Development Plan (MTPDP), Government Information Systems Plan (GISP), ICT Strategic Roadmap, and other ICT plans.

2. If applicable, the research should link and relate the background of the study to the proposed e-government project.

3. Project should be: a) catalytic to further development (i.e., can lead to the development of other related projects/systems); and/or, b) replicable in other agencies/applied in another context.

VI. Objectives. State the general and specific objectives to be addressed by the proposed research.

VII. Review of Related Literature. Discuss verifiable literature, if any, related to the proposed research. Include a bibliography as annex. The review should relate the following:

A. Whether the proposal is a new idea or a continuation of, or related to, previous research work/s undertaken by the proponents or by others;

B. Relation to the general and specific objectives and pertinence to the stated hypotheses;

C. Results obtained by others. Summarize important results to date obtained by others on the problem, citing publications; and

D. Illustrate theoretical approaches to the problem/s and points out inconsistencies in results, data gaps, and methodological inadequacies.

VIII. Conceptual Framework of the Study acAESC

A. The conceptual framework is the schematic diagram which shows the variables included in the study.

B. Arrows or line should be properly placed and connected between boxes to show the relationship between the independent and dependent variables.

C. All the independent and dependent variables should be clearly discussed and explained how these would influence the results of the study.

IX. Assumptions. Assumption refers to a proposition of some occurrences or considerations that may be considered in eliminating the area of the study. It is a proposition which a researcher asserts based on his own intuition, experience, and observations but which is not scientifically proven. It is adopted as a premise to the solution of the problem envisioned in his study.

X. Work Plan

A. Methodology. Present research design, questionnaires to be used, sampling procedures/techniques, etc.

1. Research Design. This describes the research mode whether it is true experimental or quasi-experimental design, descriptive or survey research, historical research, qualitative research, ethnographic and etc.

2. Population Sampling or Respondents of the Study. This describes the target population and the sample frame. It specifies the sampling technique used and how the sample size is determined.

3. Research Instrument. This explains the specific type of research instrument used such as questionnaire, checklist, questionnaire-checklists, structured interview, teacher-made test, standardized instrument which are adopted or borrowed with permission from the author or from other sources. The parts of the instruments should be explained and what bits of information are derived. The establishment of validity and reliability should be explained and only experts should be chosen to validate such instrument. Specific and appropriate statistical test used should be given and the computed values derived. Interpretation should be included in the discussions.

4. Statistical Treatment of Data. Explain how each statistical test is used in the treatment of data. If the research instrument included options which are scaled, explain how each scale is given the weight, its interval and class limits.

5. Limitations. What are the constraints (if any)? Discuss weaknesses, technical challenges, uncertainties and uncontrolled biases.

B. Schedule of Activities. State target activities of the project, timetable, its expected output, percentage work output and amount. TAIaHE

Activities	Completion Date/	Expected	% Work	Amount
	Timetable (in months)	Output	Output
________________	_____________________	__________	__________	__________
________________	_____________________	__________	__________	__________
________________	_____________________	__________	__________	__________
________________	_____________________	__________	__________	__________

XI. Budget Summary. Include proponent(s) counterpart. Attach detailed breakdown of budget as Annex A. Follow the detailed budget format.

Particulars	Budgetary Requirements
	For the Period: From ____ to ____
	E-Government Fund	Proponent(s) Equity
Maintenance & Other Operating Expenses	P ________	P ________
(MOOE items include supplies & materials,
travel expenses, rent, printing and binding, etc.)
Total Cost of Project	P ________	P ________

XII. Endorsement from the Head of Agency(ies). The research proposal should be endorsed by the Head of the Agency by providing the Head's full name, signature and endorsement date. If project is cross agency, proposal should be endorsed by the Heads of all the concerned implementing agencies. Proposals submitted without endorsement/s shall be returned.

____________________________

Name and Signature of Researcher

Endorsement:

__________________________________

Name and signature of Head of Institution

__________________________________

Title/Position in Institution

__________________________________

Date

ANNEX A

PROJECT LINE ITEM BUDGET

				Cooperating
		E-	Lead Agency	Agency(ies)
	Particulars	Government	Counterpart	Counterpart,	Total
		Fund		if any
Maintenance and Other Operating Expenses
1.	Travel (Indicate place to	P _______	P _______	P _______	P _______
	be visited, frequency,
	tentative schedule,
	purpose and estimated
	cost of visit)
2.	Supplies and Materials	_________	_________	_________	_________
3.	Communication	_________	_________	_________	_________
4.	Printing and Binding	_________	_________	_________	_________
5.	Contractual Services	_________	_________	_________	_________
6.	Rent	_________	_________	_________	_________
7.	Representation	_________	_________	_________	_________
8.	Subscription	_________	_________	_________	_________
9.	Survey	_________	_________	_________	_________
10.	Training	_________	_________	_________	_________
11.	Transportation and	_________	_________	_________	_________
	Delivery
12.	Miscellaneous	_________	_________	_________	_________
Total Cost of	P _______	P _______	P _______	P _______
Project

Footnotes

1. Chapter 6 Managerial Overview: Telecommunication, Module II Information Technology: A Managerial Overview, p. 191.

n Note from the Publisher: Copied verbatim from the official copy. Duplication of Item D.