---
title: "[CM] [JHA] [E2] [C2] Implement the Project Management Phase as part of the Crisis Management Planning Methodology for Jamiyah Home for the Aged"
description: "JHA crisis management project phase: set goals, scope, team, timeline and budget as the first of seven phases in the CM planning methodology, ISO 22361 aligned."
---
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###### Crisis Management in Action: A Practical Implementation Guide for Jamiyah Home for the Aged
# \[CM\] \[JHA\] \[E2\] \[C2\] Implement the Project Management Phase as part of the Crisis Management Planning Methodology for Jamiyah Home for the Aged
[![\[CM\] \[JHA\] \[Full Banner\] \[Haze\] A Practical Implementation Guide for Jamiyah Home for the Aged](https://no-cache.hubspot.com/cta/default/3893111/bdc00ed8-f19a-4103-a408-1d726db0e452.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/bdc00ed8-f19a-4103-a408-1d726db0e452)
This is the first chapter of eBook 2 in the *Crisis Management in Action series: A Practical Implementation Guide for Jamiyah Home for the Aged*. The series has three parts. eBook 1, *Understanding Your Organisation for Jamiyah Home for the Aged*, describes the organisation and the context in which it operates. eBook 2 turns that understanding into a working crisis management capability. eBook 3, *Starting Your CM Implementation for Jamiyah Home for the Aged*, covers the first practical steps of putting the plan into use.
The audience is the group of people at [Jamiyah Home for the Aged](https://jha.jamiyah.org.sg/) and its managing agent who are likely to be asked to prepare for, lead or support the response to a crisis: the Superintendent, care and nursing leads, administrators, facilities and IT staff, and the crisis management and risk coordinators who hold the plan together. The chapters assume no prior knowledge of crisis management. They do assume that the reader knows the home well.
[![\[Logo\] \[CM\] Certification Transparent](https://no-cache.hubspot.com/cta/default/3893111/93e4d869-8de4-4ffd-8aad-33538c5ce0ee.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/93e4d869-8de4-4ffd-8aad-33538c5ce0ee)
[Dr Goh Moh Heng](https://blog.bcm-institute.org/cm-v2/author/dr-goh-moh-heng) Nov 12, 2026
Every crisis management capability starts as a project, and projects that begin without clear goals, a defined scope, the right people and a realistic plan rarely finish well. The Project Management (PM) phase is the first phase of the Crisis Management Planning Methodology. This chapter describes the steps for carrying it out at Jamiyah Home for the Aged (JHA) and gives an example of each step.
## [![\[CM\] \[JHA\] \[Full Banner\] \[Haze\] A Practical Implementation Guide for Jamiyah Home for the Aged](https://no-cache.hubspot.com/cta/default/3893111/bdc00ed8-f19a-4103-a408-1d726db0e452.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/bdc00ed8-f19a-4103-a408-1d726db0e452)
## Introduction
[![\[CM\] \[JHA\] \[E2\] \[C2\] CM Project Management](https://no-cache.hubspot.com/cta/default/3893111/ee230914-bb35-48a0-bcb3-ca77606bd37a.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/ee230914-bb35-48a0-bcb3-ca77606bd37a)This chapter belongs to eBook 2, *Implementing Crisis Management for Jamiyah Home for the Aged*, part of the series *Crisis Management in Action: A Practical Implementation Guide for Jamiyah Home for the Aged*. The work aligns with ISO 22361, the international guidelines on crisis management, which expect a strategic crisis management capability to be planned, established, maintained, and improved over time. The PM phase is where that planning begins.
The phase answers five practical questions. Why is the plan being built? How does it fit the organisation's goals and risk tolerance? Who will build it? What will the work involve and how long will it take? What will it cost in time, tools and money? At [Jamiyah Home for the Aged](https://jha.jamiyah.org.sg/), the answers must reflect a 24-hour residential setting, a managing agent that shares responsibility for the home, and a regulator that oversees welfare homes.
## What the Project Management phase involves
The BCM Institute source page for this phase describes five steps: define project goals and scope; align with organisational goals and risk tolerance; establish the project team; develop a project plan and timeline; and identify resources and budget. The phase produces no crisis response on its own. It produces the conditions for the other six phases to succeed: a mandate, a boundary, a team, a schedule and a budget.
A well-run PM phase also protects the work from two common failures. The first is drift, where the plan grows until it tries to cover everything and finishes nothing. The second is isolation, where one person or department writes the plan, and it meets resistance when it reaches the people who must carry it out. Both are preventable with early, documented decisions.
## Steps for implementing the phase
### Step 1: Define project goals and scope
The first step is to state why the plan is being built and what it will cover. The source page lists typical goals: reducing risk, improving response, improving decision-making and strengthening communication with stakeholders. It also asks the team to decide whether the plan will cover a broad range of threats or specific crisis scenarios. Goals should be written so that they can be checked later. "Be better prepared" is hard to verify; "be able to convene the crisis team within an agreed time of any serious event, at any hour" is not.
**Example for JHA:** The project team might set four goals. The first is to protect residents, staff and visitors when a serious event occurs. The second is to give the Superintendent and the managing agent a shared, written way of deciding who leads and who decides. The third is to ensure that residents' next of kin, the managing agent and the Ministry of Social and Family Development (MSF) hear about a serious event from the home first and with accurate information. The fourth is to build a plan that staff on any shift can use. On scope, the team might choose an approach that covers a defined set of scenarios first, with the option to widen it later. The scope statement might cover the home at 1 Tampines Ave 3, all residents, all staff and volunteers, and the activities the home runs inside and outside the building, such as outings and visits by schools and volunteer groups. Matters handled wholly by the managing agent, such as group-level investment decisions, might be stated as out of scope.
### Step 2: Align with organisational goals and risk tolerance
The second step connects the project to what the organisation exists to do and to how much risk it is willing to carry. The source page advises tying the plan to overall goals and risk tolerance, then carrying out a risk assessment that ranks threats by likelihood and severity. At this stage, the assessment is preliminary; the full analysis comes in the Crisis Scenario Risk Analysis and Review (CRA) phase in Chapter 3. What matters here is agreement on tolerance: which kinds of harm are unacceptable at any likelihood, and which can be accepted at a low likelihood.
**Example for JHA:** The home's stated mission is to provide a home for the homeless aged, and its stated vision is to serve the community and care for society. From these, the project team might state a very low tolerance for harm to residents and for any breakdown in the supervision of frail residents. It might accept a higher tolerance for temporarily suspending non-essential programmes, such as skills learning sessions, during an event. It might also note that the home's aim of reintegrating suitable residents into the community means a prolonged crisis affects not only care today but also the progress of residents preparing to leave. Writing these positions down gives later phases a reference point when they rank scenarios and set recovery priorities.
### Step 3: Establish the project team
The third step assembles the people who will do the work. The source page recommends a cross-functional team drawn from areas such as operations, information technology, human resources, communications and legal, sized to the organisation. Two roles deserve early attention: a sponsor with the authority to approve decisions and release resources, and a project lead who runs the work day-to-day. A third consideration at JHA is the relationship with the managing agent. The Muslim Missionary Society Singapore is the home's managing agent, and decisions that affect governance, funding, or public communication will likely require its involvement.
**Example for JHA:** The project team might include the following. The Superintendent acts as project lead, because the home's day-to-day command rests there. A senior representative of the managing agent acts as sponsor. A care and nursing lead brings knowledge of residents' needs and medication routines. An administrator or finance officer brings knowledge of records, funding and procurement. A facilities or maintenance representative covers premises and utilities. An information technology representative covers systems and communications. A counsellor or social work representative brings knowledge of residents' psycho-social needs and of how residents react to disruption. A communications or public relations contact from the managing agent covers statements to the media and to stakeholders. A member of the BCM team is included so that the business impact analysis in Chapter 4 connects to the crisis work. The team might meet fortnightly, with the sponsor attending at the decision points.
### Step 4: Develop a project plan and timeline
The fourth step breaks the work into tasks with milestones and a timeline. The source page advises setting realistic milestones, accounting for resource availability, and using project management tools to track progress and collaborate. A home that runs around the clock has an extra constraint: staff time spent on the project is time not spent with residents, so the plan must be paced to what the roster can spare.
**Example for JHA:** The table below shows an illustrative timeline. The durations are examples only and depend on staff availability, approvals and the pace of the BCM team.
| Phase | Illustrative duration | **Main milestone** |
| --- | --- | --- |
| **PM: project set-up** | **Weeks 1–2** | **Charter approved by the sponsor** |
| **CRA: scenario risk analysis and review** | **Weeks 3–6** | **Ranked list of scenarios CS-01 to CS-08** |
| **BIA: business impact analysis (BCM team)** | **Weeks 5–10** | **Findings for CBF-01 to CBF-25 handed to the crisis team** |
| **BCS: crisis management strategy** | **Weeks 9–14** | **Response protocols and communication plan drafted** |
| **PD: plan development** | **Weeks 13–18** | **Plan issued and first training sessions held** |
| **TE: testing and exercising** | **Weeks 19–22** | **First tabletop exercise completed and reviewed** |
| **PgM: programme management** | **From week 23** | **Review cycle and training calendar adopted** |
The overlaps are deliberate. The BIA is carried out by the BCM team and can run alongside the later part of the CRA phase, as long as its findings are ready before the strategy work needs them. A short risk register for the project itself is worth keeping. Typical entries are staff turnover on the project team, delays in approvals from the managing agent, and competing priorities such as a licensing or inspection cycle.
### Step 5: Identify resources and budget
The fifth step estimates what the project needs and sets priorities among those needs. The source page names personnel time, technology and budget. The estimate should cover both building the plan and keeping it alive, because a plan with no budget for training, exercises, and reviews decays quickly.
**Example for JHA:** The team might list the following. Personnel time covers the project team's hours, workshop time for shift supervisors and time for the BCM team. Technology covers a secure place to store the plan, a way to alert the crisis team by phone and message, and printed copies for use if systems fail. Training covers sessions for staff, including night-shift staff, and for volunteers who supervise residents. Exercises cover materials and time for tabletop and larger exercises. External support may cover a facilitator for the first exercises. The home's funding arrangements are not described on its public pages, so the budget conversation is likely to involve the managing agent and, where relevant, MSF \[verify\]. The team might rank the items so that the first release of the plan is not delayed by items that can wait, such as a specialised alerting tool.
## The regulatory setting
MSF states that the Social Residential Homes Act came into operation on 1 July 2026. It applies to licensable residential homes housing children, elderly persons, persons with disabilities or destitute persons, where the home is not a healthcare premises, and welfare homes are among the types of homes MSF lists. MSF also states that its Code of Practice 2026 has five domains: management of the home; physical management of premises and facilities; case management; resident management; and incident management. The pages read for this eBook do not describe the content of those domains. The project team should therefore obtain the Code and the regulations and confirm with the managing agent and MSF how they apply to JHA, including whether the home holds a licence or an exemption \[verify\]. A short note confirming this belongs in the project file, because the Code is likely to shape the plan's content in later phases, particularly the incident management arrangements.
## Governance of the project
Three governance habits help the PM phase hold together. First, the sponsor signs a short project charter that records goals, scope, tolerance, team, timeline and budget. Second, decisions and scope changes are logged, with the date and the person who approved them. Third, progress is reported to the managing agent at regular intervals, so the plan arrives as a shared product, not a surprise. These habits also model the discipline the plan will later ask of the crisis team: clear authority, written decisions and honest reporting.
## Outputs of the phase
- A project charter with goals, scope statement and exclusions.
- A statement of risk tolerance that later phases can use.
- A named project team, sponsor and project lead, with roles and meeting rhythm.
- A project plan with milestones and a timeline.
- A resource and budget estimate, ranked by priority.
- A note of the regulatory setting, with items to confirm.
## [![x \[CM\] \[JHA\] \[Haze\] Summing Up Banner](https://no-cache.hubspot.com/cta/default/3893111/bad7a111-1867-45a8-8fc3-ce1000eed090.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/bad7a111-1867-45a8-8fc3-ce1000eed090)
## Conclusion
The PM phase gives the crisis management work a mandate and a shape. At JHA, that means goals tied to resident safety, a scope that reflects a 24-hour home with many contact points, a team that includes the managing agent and the BCM team, a timeline paced to what the roster can spare, and a budget that covers upkeep as well as construction. With those in place, the project can move to the next phase, which asks the question every crisis plan depends on: which crises is the home most likely to face, and which would hurt most. Chapter 3 takes up that question.
## Sources
- [BCM Institute, CM Phase 1: Project Management](https://blog.bcm-institute.org/en/ebook-cm/cm-phase-1-project-management)
- [Jamiyah Home for the Aged, About Us](https://jha.jamiyah.org.sg/about-us/)
- [MSF, Welfare Homes](https://www.msf.gov.sg/what-we-do/help-those-in-need/article/programmes/welfare-homes)
- [MSF, About the Social Residential Homes Act](https://www.msf.gov.sg/what-we-do/srha/about-srha) and [Regulatory Requirements Under SRHA](https://www.msf.gov.sg/what-we-do/srha/regulatory-requirements)
- [ISO 22361:2022 listing, AFNOR](https://www.boutique.afnor.org/en-gb/standard/iso-223612022/security-and-resilience-crisis-management-guidelines/xs140281/336670)
**Continue reading:** Chapter 3, *Implementing Crisis Scenario Risk Assessment Phase as part of the Crisis Management Planning Methodology for Jamiyah Home for the Aged*, shows how to identify, assess and prioritise the crises that matter most.
## **Comments**
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