[BCM] [MOM] [E2] [C2] Project Management

Project Management Phase for BCM Planning Methodology for the Ministry of Manpower

 

 

The Business Continuity Management (BCM) Planning Methodology is an essential component of the ISO 22301 framework, which ensures an organisation’s resilience in the face of disruptions.

 

The first and foundational phase of this methodology is the Project Management Phase.

This chapter outlines how the Ministry of Manpower (MOM) in Singapore initiates, plans, and governs the implementation of BCM in alignment with ISO 22301 requirements and supports MOM’s mission to secure the welfare and work prospects of Singapore’s workforce.

The Project Management Phase provides MOM with a structured approach for defining BCM objectives, securing leadership commitment, conducting stakeholder engagement, allocating resources, and establishing governance mechanisms to ensure successful BCM implementation.

Objective and Scope of the Project Management Phase

The primary objective of the Project Management Phase is to establish a solid project foundation that enables MOM to:

• Define the purpose and goals of BCM, aligned with MOM’s strategic outcomes.
• Identify the scope of BCM planning across MOM’s key functions (e.g., Employment Practices, Workplace Safety, and Foreign Workforce Operations).
• Ensure the right governance structures and leadership sponsorship are in place.
• Lay out a work plan and schedule for subsequent BCM phases.

The scope of this phase at MOM includes all core departments that impact operational continuity, particularly those responsible for frontline services such as work pass issuance, compliance enforcement, and workforce support.

Leadership Commitment and Governance

Strong leadership commitment is a cornerstone of the Project Management Phase. At MOM, the Permanent Secretary or Deputy Secretary typically acts as the Project Sponsor for BCM implementation. Their role includes:

• Endorsing the BCM initiative as a national priority within MOM.
• Approving project objectives, financial resources, and timelines.
• Championing BCM culture across all departments.

A Business Continuity Steering Committee (BCSC) is established to provide governance and oversight. Key members may include:

• Representatives from the Strategic Planning & Policy Division.
• Heads from critical operational divisions (e.g., Work Pass Policy, Workplace Safety & Health).
• IT, Human Resources, Corporate Communications, and Legal representatives.

Example

In response to the challenges posed by the COVID-19 pandemic, MOM’s leadership may prioritise BCM planning to ensure the continuity of e-services, such as the online work pass application system (e.g., MOM’s e-Services).

Project Team Formation and Roles

MOM forms a dedicated Business Continuity Project (BCP) Team responsible for planning and driving the BCM implementation. Typical roles include:

 

Example

An IT SME would provide critical input on data replication and backup requirements for MOM’s key digital portals, such as the Work Permit Online System (WPOL).

Project Planning and Work-Plan Development

The Project Management Phase requires detailed project planning, including development of a project charter and work breakdown structure (WBS). At MOM, this would involve:

A formally documented charter that includes:

• Project objectives (e.g., BCM implementation across all critical services by FY 2027).
• Scope boundaries (in-scope units, services, interdependencies).
• Key milestones (e.g., BCM Policy approval, Risk Assessment completion).
• Resource and budget allocation.
• Initial risk assessment for the BCM project itself.

Work Breakdown Structure (WBS) and Timeline

The BCP Team creates a WBS that includes major activities such as:

1. Project initiation and kick-off.
2. BCM policy and governance framework development.
3. Stakeholder engagement strategies.
4. Risk assessment and business impact analysis (BIA).
5. Continuity strategy formulation.
6. Documentation, training, and exercising.

A Gantt chart may be used to sequence tasks, allocate responsibilities, and set deadlines.

Example

MOM schedules its BCM project kickoff in Q1, followed by policy development and stakeholder workshops in Q2 and Q3, culminating in risk assessments in Q4.

Stakeholder Engagement and Communication Planning

Effective stakeholder engagement is critical in the Project Management Phase. MOM identifies internal and external stakeholders whose buy-in is necessary for successful BCM implementation. These include:

• Internal: Divisional heads, IT, HR, Finance, Legal.
• External: Employers, tripartite partners (e.g., unions and industry associations), service vendors.

A communication plan is established to maintain transparency and keep stakeholders informed of BCM milestones and expectations. Communication methods may include:

• Monthly BCM updates at Management Committee meetings.
• Newsletters or intranet bulletins.
• Workshops and feedback sessions.

Example

Engaging frontline officers from MOM’s Employment Standards Compliance division early can ensure that their continuity requirements (such as remote inspection capabilities during disruptions) are captured and planned for.

Resource and Budget Planning

The Project Management Phase outlines the financial and human resources required to execute BCM planning. At MOM, resource considerations may include:

• Allocation of part-time BCM responsibilities to existing staff.
• Budget for BCM software tools (for risk assessment, incident management, documentation).
• Training and professional certification costs (e.g., ISO 22301 lead implementer training).
• Expenditure for conducting exercises and simulation drills.

Documentation and Approval

All key outputs from the Project Management Phase are documented and presented for approval to MOM’s senior leadership, including:

• BCM Project Charter.
• Governance and organisational structure.
• Communication and stakeholder engagement plan.
• Resource and budget plan.

Formal approval ensures alignment between BCM objectives and MOM’s organisational priorities and compliance with ISO 22301 requirements for documented project initiation.

Key Success Factors and Challenges

Success Factors

• Visible support from senior leadership.
• Clear articulation of BCM objectives tied to MOM’s strategic goals.
• Early stakeholder engagement across the Ministry.
• Adequate allocation of resources and time.

Challenges

• Balancing operational workload with BCM planning activities.
• Coordinating multiple departments with varying priorities.
• Identifying dependencies across digital services and external partners.