[BCM] [SC] [E2] [C2] Project Management

Chapter 2

As Part of the BCM Planning Methodology for the Judiciary of Singapore and the State Courts

In the realm of judicial administration, the ability to withstand and recover from disruptions is vital to upholding the rule of law and delivering uninterrupted access to justice.

The Judiciary of Singapore and the State Courts, guided by the ISO 22301 international standard for Business Continuity Management (BCM), have adopted a structured, lifecycle approach to resilience planning.

The first and foundational stage in this lifecycle is the Project Management Phase—the phase that initiates, defines, and governs the BCM journey from planning to implementation and beyond.

This chapter explains how the Judiciary of Singapore and the State Courts undertake the Project Management Phase to lay the groundwork for effective business continuity planning.

It outlines the governance structure, project initiation steps, scope definition, stakeholder engagement, and success metrics that align with ISO 22301 expectations, ensuring institutional commitment to operational resilience.

Purpose of the Project Management Phase

The purpose of the Project Management Phase is to establish a formal framework and governance structure that effectively drives the Business Continuity Management initiative.

It ensures that all planning efforts are strategic, well-resourced, and aligned with judicial priorities.

Within the Singapore Judiciary and the State Courts, this phase reinforces accountability, resource allocation, and coordinated actions necessary to build resilience in court operations.

For instance, in 2023, following the national shift to endemic COVID-19 protocols, the State Courts reinitiated their BCM review to assess pandemic-era workflows such as remote hearings and hybrid scheduling.

This review was formally launched under the direction of the Presiding Judge and managed by the Corporate Services Division in collaboration with the Technology Directorate.

Key Components of the Project Management Phase

Component	Description and Example (Judiciary of Singapore and the State Courts)
1. Project Initiation	The BCM project is initiated through formal approval by the Chief Justice and the Presiding Judge. A BCM Project Charter is issued by the Chief Executive of the State Courts to direct operational units to commence BCM planning. Example: In 2022, the Chief Justice approved a BCM refresh initiative focusing on electronic court services, triggered by increasing reliance on the Integrated Case Management System (ICMS).
2. Governance Structure	A cross-functional BCM Steering Committee is formed, chaired by a senior judicial officer or Registrar. Members include representatives from Judicial Administration, IT, Court Operations, and the Family Justice Courts. Example: The 2021 BCM Committee included the Deputy Registrar (Operations), Assistant Director of IT Security, and representatives from the Facilities Management Unit.
3. Scope Definition	The scope encompasses essential judicial functions, including generating cause lists, scheduling courtrooms, facilitating electronic filings via eLitigation, and providing physical access to secure records. Example: During a scope review, it was determined that Bail Centre operations and the Criminal Mentions Court must be prioritised in BCM plans due to their daily operational criticality.
4. Resource Allocation	Dedicated BCM Officers are assigned from each directorate, and a budget is approved for BCM training, system audits, and plan testing. Example: The Finance Directorate allocated contingency funds to support emergency remote access for judicial officers during prolonged disruptions.
5. Stakeholder Engagement	Stakeholders such as the Singapore Police Force (for court security), AGC (for prosecution scheduling), and Law Society (for bar access to systems) are identified and engaged. Example: During the BCM plan refresh, the Technology Directorate held consultations with the Supreme Court’s IT team to ensure integration and continuity across jurisdictions.
6. Project Timeline and Milestones	A detailed project plan with milestones, including Risk Assessment, Business Impact Analysis (BIA), Strategy Development, Plan Drafting, Testing, and Review, is developed. Example: In 2023, the State Courts adopted a phased BCM timeline aligned with the Judiciary’s digital transformation schedule, allowing for synchronised continuity across IT systems.
7. Communication Plan	Communication channels such as internal circulars, the State Courts’ intranet, and BCM awareness workshops are planned. Example: A BCM awareness campaign was conducted during National Safety and Resilience Month using internal newsletters, lunch talks, and posters placed in judges’ chambers and registries.
8. Success Criteria	KPIs, such as the completion of BIA for all divisions, approval of recovery strategies by leadership, and successful test results, are established. Example: In the last cycle, the success metric included conducting at least one live simulation for the Family Protection Centre’s relocation protocol.

Governance and Oversight

Judicial resilience cannot be achieved without a commitment from senior leadership. In the Singapore Judiciary, oversight of BCM initiatives falls under the Judicial Executive Group (JEG), with regular updates provided to the Chief Justice and the Ministry of Law.

The State Courts, under the direction of the Presiding Judge, assign the BCM Steering Committee to coordinate planning activities and ensure integration across judicial functions.

For example, the Presiding Judge receives quarterly BCM progress updates, including risk posture shifts, test results, and actions for improvement.

In 2024, the State Courts’ BCM Steering Committee initiated a review of emergency communication protocols following the sudden outage of the digital docketing system, triggering escalated reporting to the Technology Oversight Panel.

Aligning with ISO 22301

The ISO 22301 standard provides a globally accepted framework for Business Continuity Management Systems (BCMS).

In the context of Singapore’s judiciary, the Project Management Phase ensures compliance with the following ISO 22301 clauses:

Clause 5 – Leadership: Clear delegation of responsibilities to the Judicial Executive Group and Divisional Heads.
Clause 6 – Planning: Formal scope definition, risk identification, and measurable BCM objectives.
Clause 7 – Support: Allocation of skilled personnel and access to training in incident response and crisis communication.
Clause 9 – Performance Evaluation: Structured reviews of BCM test results and incorporation of feedback.

Example: Following ISO 22301 Clause 9, the State Courts instituted an annual tabletop exercise to evaluate continuity plans for courtroom availability in the event of infrastructure failure or fire evacuation, simulating an outage at Havelock Square.

Summing Up ...

The Project Management Phase is more than a preparatory step—it is the strategic cornerstone that sustains the continuity journey of the Judiciary of Singapore and the State Courts.

It provides the leadership direction, operational framework, and governance controls essential for navigating through disruptions.

Through practical measures—such as BCM charters issued by judicial leadership, divisional involvement in plan scoping, and simulations for high-dependency functions —the courts are embedding resilience into their daily operations.

In a legal system where public trust and national stability are intertwined with uninterrupted judicial access, a well-managed and standards-aligned BCM approach is indispensable.

As the Judiciary transitions to the next phase, Risk Assessment and Business Impact Analysis, this strong foundation ensures that Singapore’s courts remain resilient, responsive, and ready to uphold justice, even in the face of adversity.

Achieving Judicial Resilience: Implementing Effective BCM in Singapore Courts
eBook 2: Implementing BCM Planning Methodology

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