PHASE 6: PROJECT CLOSE-OUT PHASE

Matrix 6: Stakeholders During Project Close-out Phase

KEEP SATISFIED MANAGE CLOSELY

 Regulatory Authorities (Zoning  Main Contractor

Board, Environmental Agencies,  Contractor CEO (Mr. Noelito D.
Safety Inspectors) Policarpio)
 Local Government Units (LGUs)  Attorney V (Ignacio F. Evangelista)
 Office of the Building Official  DPWH Regional Office III
 Insurance Providers  Regional Director (Roseller A.
 Legal Consultants Tolentino)
 Assistant Regional Director
(Melquiades H. Sto. Domingo)
 Accountant IV (Rachel N. Bartolome)
 Chief, Planning and Design Division
(Arthur Q. Santos)
High  Engineer II (Gener G. Guinto &
Jackielyn D. Sanguyo)
 Chief, Highways Design Section
(Rossana D. Macatuno)
 Chief, Construction Division (Jayson
S. Jauco)

INFLUENCE
MONITOR KEEP INFORMED
(MINIMUM EFFORT)

 General Public  Suppliers

 Non-Governmental Organizations  DPWH Employees
(NGOs)  Local Community/Residents
 Environmental Activists  Project Managers
 Schools and Nearby Institutions  Subcontractors
 Local Business Owners  Media/Public Relations
 Utility Companies

Low

Low INTEREST High

PHASE 6: PROJECT CLOSE-OUT PHASE

Table 6: Stakeholders During Project Close-out Phase

WHAT DO WE NEED FROM RISK IF THEY ARE NOT
STAKEHOLDERS
THEM? ENGAGED
- Ensure all punch list items - Unresolved defects can
are completed, including final compromise project quality
defect repairs and quality and delay operational
assurance checks. - Submit readiness. - Delays in
R.D. POLICARPIO & CO., INC. all critical documentation, handover could increase
including as-built plans, project costs and impact
MAIN CONTRACTOR warranties, and maintenance client satisfaction. - Legal
manuals. - Coordinate with disputes may arise due to
subcontractors to ensure a incomplete documentation.
smooth and timely handover
process.
- Authorize final project - Delays in executive sign-off
financial settlements and could hinder the formal
oversee any remaining closure process. -
contractual obligations. - Outstanding claims and
Ensure that adequate unresolved disputes could
Mr. Noelito D. Policarpio resources are allocated for negatively impact the
CONTRACTOR CEO final project evaluations and financial health of the project.
post-closure activities. - - Lack of leadership could
Facilitate executive-level lead to miscommunication
discussions with key and missed objectives.
stakeholders for smooth
project closure.
- Review all legal - Unresolved legal issues
documentation to confirm could lead to costly litigation
compliance with applicable and project delays. - Non-
regulations and contract compliance with legal
Ignacio F. Evangelista terms. - Manage any standards may result in fines,
ATTORNEY V outstanding claims, disputes, penalties, or regulatory
or legal issues related to the action. - Legal liabilities could
project. - Provide guidance on damage the project's
risk mitigation strategies for reputation and financial
post-project legal obligations. standing.
- Issue final permits and - Delays in securing
clearances necessary for operational permits can
project completion and postpone project launch and
operation. - Verify that the result in penalties. - Non-
DPWH Regional Office III project adheres to all regional compliance with regional
GOVERNMENT INSTITUTION infrastructure guidelines and standards could lead to
policies. - Provide support for mandatory redesigns or
any regulatory adjustments or shutdowns. - Negative public
inspections needed during perception may arise due to
close-out. lack of official support.
- Oversee the final approval - Without their oversight,
Roseller A. Tolentino of project deliverables and critical approvals may be
REGIONAL DIRECTOR ensure alignment with delayed, affecting the
PHASE 6: PROJECT CLOSE-OUT PHASE

regional standards. - Review project's timeline. -

and approve inspection Misalignment with regional
reports and handover goals could result in non-
documents to confirm compliance and legal
compliance. - Provide challenges. - Unresolved
strategic guidance on issues may affect future
regional development goals regional infrastructure
and infrastructure priorities. projects.
- Support the Regional - Without their oversight,
Director by coordinating final critical approvals may be
permit processes and delayed, affecting the
addressing any site-specific project's timeline. -
issues. - Act as a liaison with Misalignment with regional
Melquiades H. Sto. Domingo
local government units goals could result in non-
ASSISTANT REGIONAL (LGUs) to facilitate smooth compliance and legal
DIRECTOR handover. - Ensure all safety challenges. - Unresolved
and environmental issues may affect future
compliance measures are regional infrastructure
met during the close-out projects.
phase.
- Oversee the technical and - Inefficiencies or
operational aspects of the construction challenges due
project. to unrealistic timelines or
- Provide input on unfeasible methodologies.
construction methodologies, - Risk of poor project
feasibility, and timelines. planning or errors in the
- Ensure the project design is construction process.
Jayson S. Jauco
practical and achievable from - Increased chances of
CHIEF, CONSTRUCTION a construction perspective. delays, cost overruns, or
DIVISION - Coordinate with contractors, project failure due to
engineers, and other inadequate technical
technical teams to ensure oversight.
project readiness. - Potential for conflicts
between design and
construction execution,
leading to costly revisions.
- Finalize all financial reports, - Unresolved financial
ensuring accurate cost discrepancies may result in
tracking and settlements. - delayed final payments and
Ensure timely resolution of strained contractor
Rachel N. Bartolome outstanding payments and relationships. - Poor financial
ACCOUNTANT IV claims. - Provide detailed reporting could lead to legal
financial audits to confirm or regulatory consequences.
budget compliance and - Delays in financial closure
support future funding could affect future project
opportunities. approvals and funding.
- Lead final inspections to - Quality concerns may
Arthur Q. Santos verify construction quality and persist if final inspections are
CHIEF, PLANNING AND DESIGN compliance with all not conducted thoroughly. -
PHASE 6: PROJECT CLOSE-OUT PHASE

standards. - Coordinate with Delays in certification could

engineers and project prevent timely project
managers to address any completion and operational
DIVISION
outstanding technical issues. use. - Inadequate technical
- Provide certification for oversight may lead to post-
construction deliverables to completion issues requiring
facilitate project handover. costly repairs.
- Conduct detailed reviews of - Delayed resolution of
structural elements to ensure technical concerns could
safety compliance. affect the project timeline.
- Collaborate with senior - Missed opportunities for
engineers for final technical safety enhancements.
Gener G. Guinto - Higher maintenance costs if
sign-offs.
ENGINEER II - Address any remaining technical issues are
technical discrepancies to overlooked.
facilitate smooth project
closure.

--Oversee the design and - Poorly coordinated design

planning of highway changes may lead to
elements, ensuring final functional and safety issues.
compliance with traffic and - Delays in project handover
Rossana D. Macatuno safety standards. due to unresolved design
CHIEF, HIGHWAYS DESIGN - Collaborate with inconsistencies.
SECTION construction teams to resolve - Increased costs from last-
any design adjustments minute design alterations.
needed.
- Approve as-built highway
plans for operational use.
- Assist in technical - Undetected technical issues
evaluations and confirm that may arise during operational
engineering solutions meet phases.
project standards. - Delays in completion due to
Jackielyn D. Sanguyo - Support final testing and incomplete or inaccurate
ENGINEER II inspections to ensure system technical reviews.
integrity. - Potential risks in long-term
- Document any necessary structural integrity.
engineering adjustments for
operational records.
SUPPLIERS - Ensure all material - Ignoring community
deliveries are complete and feedback could lead to
provide final quality dissatisfaction and reputation
certifications. - Confirm that damage. - Legal challenges
warranty documentation for or public protests may arise
supplied materials and from unresolved grievances. -
equipment is submitted. - Poor community relations
Address any remaining could negatively impact
supply chain issues to future development projects
prevent delays in project in the area.
PHASE 6: PROJECT CLOSE-OUT PHASE

finalization.
- Ensure the project adheres - Non-compliance with
to national and local DPWH standards may lead to
regulations. - Provide rework or project delays. -
technical support during final Delays in securing permits
DPWH EMPLOYEES inspections and could increase project costs
documentation. - Assist in and extend timelines. - Lack
coordinating with other of engagement could result in
regulatory bodies for inadequate support for
necessary clearances. resolving final technical
issues.
- Participate in post-project - Ignoring community
evaluations to provide feedback could lead to
feedback on the project's dissatisfaction and reputation
impact. damage.
- Report any community - Legal challenges or public
concerns or safety issues protests may arise from
LOCAL
that arise after project unresolved grievances.
COMMUNITY/RESIDENTS - Poor community relations
completion.
- Maintain open could negatively impact
communication channels to future development projects
foster positive community in the area.
relations.

- Conduct final inspections to - Failure to meet regulatory

ensure compliance with all standards could result in
safety, environmental, and legal action or fines. - Delays
zoning regulations. - Issue in obtaining operational
REGULATORY AUTHORITIES necessary operational permits may halt project
permits and approvals. - commissioning. - Non-
Provide guidance on any final compliance could increase
regulatory adjustments long-term operational risks
required. and liabilities.
- Coordinate final inspections - Poor coordination could
and oversee the resolution of result in delayed project
outstanding issues. closure.
- Ensure all stakeholder - Inadequate documentation
communication is maintained may limit future project
PROJECT MANAGERS efficiencies.
for a seamless handover.
- Finalize project reports and - Stakeholder dissatisfaction
lessons learned for future could affect future
improvements. collaborations.

GENERAL PUBLIC - Engage in public feedback - Negative public sentiment

forums to express concerns could result in protests or
or satisfaction with the reduced trust in the project. -
project. - Assess the broader Lack of transparency may
societal impact of the project. lead to public backlash or
- Participate in surveys to negative media coverage. -
PHASE 6: PROJECT CLOSE-OUT PHASE

provide insights for future Difficulty in gaining public

improvements. support for future projects if
concerns are ignored.