Project Management Plan: The Philippine Emerging Market Syndicate Group (TPEMSG)

Name of Student

European International University

MGT580: Project Management

Name of Instructor

Due Date

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Table of Contents
Introduction....................................................................................................................................3

Project Charter: Barangay Ulong-Tubig Affordable Housing Project....................................4

WBS and Dictionary......................................................................................................................8

PDM Diagram of Activities.........................................................................................................10

Gantt Chart..................................................................................................................................14

Risk Register................................................................................................................................16

Change Management Plan..........................................................................................................18

Change Management Plan Objectives...................................................................................18

Change Management Process.................................................................................................19

Change Request Initiation....................................................................................................19

Impact Assessment................................................................................................................20

Review and Approval Process...............................................................................................20

Implementation of Approved Changes.................................................................................21

Monitoring and Documentation...........................................................................................21

Challenges in Change Management and Mitigation Strategies..........................................22

References.....................................................................................................................................23

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Introduction

Like much of the world, the Philippines is experiencing rapid urbanization. This, coupled with a

growing population, has led to an increase in the demand for affordable housing (NextAsia,

2023). Even though the Philippines has made some developmental progress in the real estate

sector, it still faces a significant housing shortage. There is an estimated housing backlog of

about 6.5 million housing units in the Philippines (NextAsia, 2023). This particular challenge

offers an opportunity for developers to come up with low-cost housing since many Filipinos

(especially low to middle-income households) cannot afford to purchase houses upfront or secure

loans that have high down payments.

However, these developers still face various challenges in developing low-cost housing. Some of

these challenges include but are not limited to bureaucratic hurdles, limited land availability and

rising construction costs (Habitat for Humanity, 2023). In order to address the challenges and

ensure success in the initiation and completion of affordable housing units, effective project

management is needed. In response to the challenges, The Philippine Emerging Market

Syndicate Group (TPEMSG) has undertaken the initiative to implement project management in

its strategic development of low-cost housing. The firm also uses innovative construction

technologies and sustainable practices. For instance, it has adopted prefabricated construction

and green building techniques. This report will contain important documents for the affordable

houses developed by The Philippine Emerging Market Syndicate Group under its subsidiary San

Pyran, specifically the Barangay Ulong-Tubig Affordable Housing Project (Carmona, Cavite).

This project targets to develop 2019 prefabricated housing units to accommodate low to middle-

income households that work in the nearby industrial zone. TPEMSG will employ structured

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project management approach with integration of the following key components to deliver

successive projects at the set time and cost, without compromising on quality.

Project Charter: Barangay Ulong-Tubig Affordable Housing Project

1. Project overview

The Barangay Ulong-Tubig Affordable Housing Project is a strategic housing initiative by The

Philippine Emerging Market Syndicate Group (TPEMSG) and San Pyran, its subsidiary. The

project aims to address the housing backlog experienced in the Philippines by constructing 2,019

prefabricated housing units in Carmona, Cavite. The development aims to provide affordable and

quality housing to low to middle-income households, overseas workers and factory workers in

the industrial zones.

2. Project purpose

Currently, the Philippines is facing a serious housing shortage that is estimated at around 6.5

million units, with low and middle-income earners being highly affected (Business Outstanders,

2024). The municipality chosen, Carmona, Cavite, is an industrial area that is rapidly growing

and is suitable for the development of affordable houses (Camella, 2025). This project is very

important as it will help reduce the housing backlog, support economic development, utilize

prefabricated construction to reduce construction cost and time, and it enhances the wellbeing of

neighboring communities by integrating essential amenities and green spaces.

3. Project objectives

i. To construct 2,019 affordable housing units by December, 2028.

ii. To comply with the national housing and environmental laws and regulation.

iii. To develop proper and essential infrastructure.

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 iv. To offer flexible financing options (to low and middle-income earners) in coaction

with government and private financial institutions.

v. To create a safe and sustainable community via proper urban planning.

4. Project scope

The project will include the construction of 2019 prefabricated housing units, development of

various infrastructure facilities (such as drainages, roads and utilities), development of

community amenities (such as parks, children’s playground and community center), and creation

and implementation of marketing and buyer outreach programs.

5. Project deliverables

The following are the key deliverables expected upon completion of the project;

a. Two thousand and nineteen prefabricated housing units fully completed with all utilities.

b. Road networks, drainages and sewage systems.

c. Essential services connection for all units (water, electricity and data).

d. Community facilities.

e. Environmental compliance reports.

f. Final evaluation report.

6. Project Milestones

 Project initiation: Securing of funds and necessary permits (June 2025).

 Design phase completion: Completion of architectural and engineering plans (December

2025).

 Construction commencement: Start of land development (March 2026)

 Phase 1 completion: Deliver 500 fully completed housing units (December 2026)

 Financial completion: Project handover.

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 7. Budget Estimate

The table below shows the estimated budget to undertake the project from initiation to

completion.

Table 1.
Barangay Ulong-Tubig Affordable Housing Project Budget Estimate

Category Estimated Cost (PHP)

Land acquisition 500 million
Construction 2 billion
Infrastructure and amenities 300 million
Marketing and sales 50 million
Contingency 150 million
Total Budget 3 billion

8. Stakeholders

Table 2.
Barangay Ulong-Tubig Affordable Housing Project Stakeholders and their Roles

Stakeholder Role
TPEMSG executive team Project sponsors. Decision-making.
San Pyran project team Oversee project planning and execution.
Construction team Site development and construction of housing units.
Local government units Provision of permits and regulatory approvals.
Future residents/occupants Beneficiaries of the units.
Contractors and suppliers Provision of building materials and services.
Financial institutions Provision of financing to developers and buyers

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 9. Risk management plan

Table 3.
Barangay Ulong-Tubig Affordable Housing Project Budget Risk Management

Risk Probability Impact Mitigation Strategy

Acquisition of land High High Early engagement with legal experts, and
securing another site.
Material shortages Medium High Have a network of multiple suppliers and pre-
ordering of critical materials.
Delays due to High Medium Creation of buffer periods into the project
weather schedule.
Low buyer demand Medium High Increase marketing and offer flexible financing
options to consumers.

10. Change management plan

- A change request form (CRF) must be submitted for all change requests.

- The project manager reviews feasibility and cost impact.

- Approval or rejection of changes to be done by the change control board (CCB).

- All approved changes must be documented and scheduled for implementation.

11. Project authorization

This project charter officially authorizes the Barangay Ulong-Tubig Affordable Housing Project

and grants the Project Manager the authority to execute the project as per the outlined scope,

budget and time schedule.

Approval Signatures:

Name Position Signature Date

Gregorio A. Montenegro Director

Marco Gosuico San Pyran Project

Lead

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WBS and Dictionary

WBS

The table below represents the work breakdown structure for the project:

Level 1 Level 2 Level 3

1 Barangay Ulong-Tubig 1.1 Project initiation 1.1.1 Feasibility study and market
Affordable Housing Project research
1.1.2 Land acquisition and legal
documentation
1.1.3 Government permits and
approvals
1.2 Planning and design 1.2.1 Architectural and structural
engineering designs.
1.2.2 Infrastructure planning
1.2.3 Procurement planning and
selection of suppliers and
contractors.
1.3 Construction phase 1.3.1 Site preparation and earthworks
1.3.2 Foundation and structural work
1.3.3 Installation of services
(Plumbing and electrical services)
1.3.4 Interior and exterior finishes
1.4 Sales and financing 1.4.1 Marketing and buyer outreach
1.4.2 Loan and mortgage processing
1.4.3 Property registration and
handover.
1.5 Project closure 1.5.1 Final construction inspection
and quality assurance
1.5.2 Certification of regulatory
compliance
1.5.3 Project evaluation and
reporting

Work package in dictionary

Below you will find on complete work package in the WBS dictionary.

Work Package: 1.3.2 Foundation and Structural Work

 WBS ID: 1.3.2

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 Description: This phase involves laying the foundation and constructing the structural
framework of the housing units, including the installation of prefabricated elements, such
as beams, reinforced walls and columns.

 Deliverables:

o Excavation and leveling

o Concrete foundation pouring

o Reinforcement with steel bars

o Installation of prefabricated walls, columns and beams

 Duration: 6 weeks

 Resources Required:

o Construction workers (Masons, engineers, supervisors)

o Materials (Cement, steel bars, concrete mix, wooden formwork, prefabricated

panels)

o Equipment (Excavators, concrete mixers, scaffolding, cranes for prefab

installation)

 Dependencies:

o Must be completed after Site Preparation (1.3.1)

o Must be completed before Utility Installation (1.3.3)

 Risks & Mitigation:

o Risk: Delays due to serious and unexpected weather conditions

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  Mitigation: Include buffer time in schedule and use weather-resistant
materials

o Risk: Shortage of construction materials

 Mitigation: Secure supply contracts with multiple material suppliers

o Risk: Soil instability affecting foundation strength

 Mitigation: Conduct soil testing before excavation and reinforce weak

areas

o Risk: Prefabricated component transportation issues

 Mitigation: Use reliable logistics providers and schedule early deliveries

The work breakdown structure and dictionary offers a proper breakdown of the project phases

and detailed description of a sample work package to allow the construction team to have a clear

manner of executing construction works and create accountability. The WBS ensures that

construction planning is detailed enough, that there is careful allocation of resources, quality

control and risk mitigation. Thus, the document is a crucial reference point for the execution of

the project, quality control and management of stakeholders. Adherence to the work breakdown

structure will help the project team to continuously monitor the progress of construction works

and allow the adjustment of strategies to ensure the successful completion of the project within

the scope, budget and scheduled timeline.

PDM Diagram of Activities

The Precedence diagram method (PDM) or the activity-on-node method a project scheduling

technique that visually represents activities in a project and their dependencies. In the Barangay

Ulong-Tubig Affordable Housing Project, PDM diagram is very crucial, as it will help in

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mapping out the sequence of activities and ensuring that critical tasks are completed on time. By

understanding the various relationships between the different activities, project managers can

efficiently allocate resources, avoid bottlenecks, and optimize construction works to reach the set

time (Project Management Institute, 2021).

The PDM diagram for the Barangay Ulong-Tubig Affordable Housing Project is made up of 11

activities, each with its own duration and dependencies. Note that the duration is in weeks rather

than days. The main dependencies used are Finish-to-Start relationships, which mainly means

that a task cannot be started until the preceding tasks is/are completed. Figure 1 below is the

PDM diagram for the project that was created in MS Excel.

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Barangay Ulong-Tubig Affordable Housing Project
ID 1 Duration 2
ES 0 EF 2
Feasibility Study
LS 0 LF 2

(ID_1) FS, 0 (ID_1) FS, 0

ID 2 Duration 4 ID 3 Duration 3
ES 2 EF 6 ES 2 EF 5
Land Acquisition Government Permits
LS 2 LF 6 LS 2 LF 5

(ID_2) FS, 0 / (ID_3) FS, 0

ID 4 Duration 3
ES 6 EF 9
Architectural & Engineering
Design
LS 5 LF 8

(ID_4) FS, 0
ID 5 Duration 2
ES 9 EF 11 1 --> 2 --> 3 --> 11
Site Preparation
LS 8 LF 10

(ID_5) FS, 0
ID 6 Duration 6
ES 11 EF 17
Foundation & Structural Work
LS 10 LF 16

(ID_6) FS, +1
ID 7 Duration 3
ES 17 EF 20
Utility Installation
LS 16 LF 19

(ID_7) FS, 0
ID 8 Duration 5
ES 20 EF 25
Interior & Exterior Finishing
LS 19 LF 24

(ID_8) SS, +2 (ID_8) FS, 0

ID 9 Duration 6 ID 10 Duration 2
ES 20 EF 26 ES 25 EF 27
Marketing & Sales Final Inspections
LS 21 LF 27 LS 24 LF 26

(ID_9) FS, +6 / (ID_10) FS, +1

ID 11 Duration 1
ES 27 EF 28
Project Handover
LS 27 LF 28

Figure 1Barangay Ulong-Tubig Affordable Housing Project PDM Diagram.

The following are the key activities and dependencies in the diagram:

 Feasibility Study (1) → Must be completed before Land Acquisition (2) and Government

Permits (3) can start.

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  Land Acquisition (2) and Government Permits (3) → Both must be completed before

Architectural & Engineering Design (4) can start.

 Design Phase (4) → Leads to Site Preparation (5), which must be done before

construction.

 Foundation & Structural Work (6) → Must be completed before Utility Installation (7)

and Interior & Exterior Finishing (8).

 Marketing & Sales (9) and Final Inspections (10) → Both must be done before Project

Handover (11).

Every activity in the PDM diagram has an assigned Early Start (ES), Early Finish (EF), Late

Start (LS), and Late Finish (LF) value. These particular values are important as they help in

determining the float or slack. Float represents the duration an activity can be delayed without

affecting the project schedule (Burke, 2021). Float can be determined by taking the late start or

late finish minus the early start or early finish of an activity, respectively. Thus,

Float = LS/LF – ES/EF

If the float is 0, then the specific tasks is on the critical path and no delays should be present. If it

is greater than 0, then the activity is flexible and some delays can be tolerated. For example, in

the PDM diagram, it can be seen that final inspections has a float of 1 day, and thus the project

can only delay for 1 day without affecting the project schedule.

A critical path can be defined as the longest sequence of dependent activities in a project that

determines the shortest possible duration to complete the project (Kerzner, 2022). Any delays in

any of the activities in the critical path can lead to significant and direct impact on the

completion date of the project. The critical path for the Barangay Ulong-Tubig Affordable

Housing Project is:

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1 → 2 → 4 → 5 → 6 → 7 → 8 → 9 → 11

Calculations from the critical path analysis have shown that the shortest possible time to finish

the project without any delays is 26 weeks.

The Precedence Diagram Method (PDM) is an essential project management tool for efficiently

managing the Barangay Ulong-Tubig Affordable Housing Project.

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Gantt Chart

Figure 2 below shows the Gantt chart for the Barangay Ulong-Tubig Affordable Housing Project.

Figure 2. Barangay Ulong-Tubig Affordable Housing Project Gantt Chart

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A Gantt chart is a project management tool that visually represents a project's timeline, activities,

and dependencies in a manner that is structured and visually appealing. The chart is widely used

in various industries and fields across the world, such as construction, engineering, and software

development projects (Lock, 2023). In its use, the Gantt chart has proven to be of great value in

the implementation and management of complex projects, such as the Barangay Ulong-Tubig

Affordable Housing Project. In the project, multiple tasks have to be synchronized to meet

deadlines and avoid delays. By using a Gantt chart, project managers can efficiently schedule,

track progress, and allocate resources. By doing so, they ensure that there is smooth execution

from initiation of a project to its completion.

The Gantt chart for the Barangay Ulong-Tubig Affordable Housing Project (Figure 1) was

created and then exported from MS Project. The chart provides details for the entire project

timeline from its scheduled commencement (May 1, 2025) to its scheduled completion

(December 10, 2025). The visual part of the Gantt chart shows each task represented by its own

horizontal bar, with the length of the bars corresponding to the duration required for completion

of the various tasks. The chart outlines essential phases, including Feasibility Study, Land

Acquisition, Design, Construction, Marketing & Sales, and Final Inspections. Notably, Land

Acquisition must be completed before Architectural & Engineering Design can commence,

ensuring a structured workflow that prevents bottlenecks in implementing the project. This

visualization is critical in identifying potential scheduling risks and ensuring that the most

important activities remain on track (Burke, 2021). The Gantt chart also shows the critical

activities that lie in the critical path as shown in the PDM diagram. It also graphically shows

activity with floats and highlights the float duration too. Moreover, the Gantt chart assists project

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managers in carrying out proper risk management through the incorporation of buffer periods

where necessary.

Risk Register

A risk register is a very critical document that helps project managers identify, analyze, and

mitigate any risks that may tamper with a project’s timeline, cost, quality, and overall success.

The register has key risk data, such as the risks, their likelihood and impact, and mitigation

strategies to reduce potential disruptions (Project Management Institute, 2021). Potential risks

must be carefully managed in the Barangay Ulong-Tubig Affordable Housing Project to make

sure that the 2,019 housing units are fully completed at the scheduled time and within the

allocated budget.

The Barangay Ulong-Tubig Affordable Housing Project faces various risks, such as legal,

environmental, financial, and operational uncertainties. The table below shows the risk register

for the project. Each risk is classified based on the probability of its occurrence and its impact on

the project. High-probability and high-impact risks are prioritized for immediate mitigation,

while the lower-probability and low-impact risks are monitored for potential escalation (Burke,

2021).

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 Table 4. Barangay Ulong-Tubig Affordable Housing Project Risk Register

Risk Date Risk Description Probability Impact Contingency Owner Mitigation Strategy
ID Identified Amount
(PHP)

Secure legal assistance and

R- Delays in Land Acquisition due to alternative land options. Engage local
001 01/05/2025 legal disputes High High 5,000,000 Project Manager authorities early.
Establish contracts with multiple
R- suppliers. Stockpile critical materials
002 02/10/2025 Shortage of construction materials Medium High 10,000,000 Procurement Team in advance.
Implement buffer time in schedule.
R- Adverse weather conditions Construction Use weather-resistant materials
003 03/15/2025 delaying construction High Medium 7,000,000 Manager where possible.
Offer competitive wages and
R- Labor shortages due to workforce incentives to retain workers. Develop
004 04/01/2025 migration Medium High 8,000,000 HR & Contractors training programs.
Maintain regular communication with
R- Regulatory changes affecting regulatory bodies. Ensure all permits
005 05/20/2025 project permits Low High 3,000,000 Compliance Officer are obtained early.
Implement strict safety protocols and
R- Safety hazards on the construction provide ongoing worker training.
006 06/10/2025 site Medium High 5,000,000 Safety Officer Conduct regular audits.
Establish contingency funds and
R- Financial constraints leading to maintain financial flexibility through
007 07/01/2025 cash flow issues Medium High 12,000,000 Finance Team phased funding.

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Change Management Plan

Change is an inevitable aspect of any project management undertaking. This is also the case for

the Barangay Ulong-Tubig Affordable Housing Project. As projects progress through their

different phases, unforeseen factors might arise and demand adjustment to the change(s). These

unforeseen factors can include but are not limited to, changes in regulatory laws and regulations,

budget constraints, design modifications, or stakeholder requests. Therefore, it essential for

organizations to develop change management plans that are properly structured to deal with

unforeseen changes in the future. A properly structured change management plan ensures that

modifications are systematically evaluated, approved, and implemented with minimal disruption

to project scope, schedule, and budget (Project Management Institute, 2021).

The main goal of this Change Management Plan is to provide a structured approach to handling

modifications in a way that maintains project integrity, while enhancing communication, and

mitigating any risks associated with uncontrolled changes. This document establishes the

processes, governance structure, and responsibilities required to manage change efficiently

within the project lifecycle.

Change Management Plan Objectives

The Change Management Plan aims to achieve the following objectives:

1. To establish a clear and formalized process for submitting, evaluating, approving, and

implementing changes.

2. To define roles and responsibilities within the Change Control Board (CCB) to ensure

accountability in decision-making.

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 3. To minimize risks, cost overruns, and schedule disruptions by ensuring that only

necessary and beneficial changes are approved.

4. To enhance communication between stakeholders regarding proposed changes and their

impact on the project.

5. To maintain detailed documentation of all changes to ensure transparency and

accountability.

Change Management Process

The change management process in the Barangay Ulong-Tubig Affordable Housing Project

follows a systematic approach to ensure all modifications are carefully assessed. The key phases

of the change management process include change request initiation, impact assessment, review

and approval, implementation, and monitoring.

Change Request Initiation

Any project stakeholder can submit a change request if they identify a need for modification in

the project scope, cost, schedule, or resources. All requests from the stakeholders must be

documented in a Change Request Form (CRF), which includes the following crucial

components:

a. The proposed change and its detailed description.

b. Reason for the change and expected benefits.

c. Potential impact on cost, time, and quality of the project.

d. Alternative solutions if the change is not implemented.

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Once a CRF is submitted, it is forwarded to the Change Control Board (CCB) for initial

assessment.

Impact Assessment

After receiving a change request in CRF format, the project management team should carry out a

detailed impact analysis to evaluate how the proposed change will affect the project’s scope,

time, cost, and quality. The assessment involves the following:

1. Identifying dependencies between the requested change and any ongoing tasks.

2. Estimating cost implications of the change request and availability of funds.

3. Evaluating the feasibility of implementing the change within the current schedule.

4. Assessing the risks associated with the change and identifying mitigation measures.

The findings of the impact assessment will then be compiled by the project management team

into a change impact report (CIR). The CIR is then submitted to the change control board (CCB)

for further review.

Review and Approval Process

The Change Control Board (CCB) reviews all the proposed changes and makes sure that only

essential and beneficial changes to the project are approved. The CCB for the Barangay Ulong-

Tubig Affordable Housing Project will consist of key project stakeholders, who are the Project

Manager, Lead Engineer, Financial Controller, Compliance Officer, and a representative from

the funding agency.

During the review process, the change control board will consider the following important

elements:

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  The necessity of the change and its alignment with the project objectives.

 The feasibility of integrating the change without compromising the project schedule and

budget constraints.

 The risks associated with approving or rejecting the change.

 Recommendations for modifications or alternative solutions.

Based on these considerations, the CCB can approve, reject, or request modifications to the

proposed change. If the changes are approved, the implementation phase is started.

Implementation of Approved Changes

Once a change request is approved, an Implementation Plan should be developed to integrate the

change into the project workflow. This plan includes:

 A revised project schedule with adjusted timelines.

 Reallocation of resources where necessary.

 Coordination with affected project teams to ensure smooth execution.

 Updating documentation, such as changes to contracts, designs, or work orders.

The Project Manager is responsible for overseeing the implementation of changes and ensuring

that all stakeholders are informed about the modifications.

Monitoring and Documentation

After a change is implemented, there must be continuous monitoring of the change to assess its

impacts on the performance of the project. The quality assurance team should carry out regular

reviews at certain time periods to ensure that the change delivers the intended benefits without

introducing new risks. If unforeseen issues arise, corrective measures must be identified and

incorporated into the project plan (Kerzner, 2022).

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All changes, along with their approvals, impact assessments, and implementation plans, are

archived in the Project Change Log for future reference and auditing purposes.

Challenges in Change Management and Mitigation Strategies

Even though there is a structured approach to change management, it still poses various

challenges to project managers. One of the most common challenges faced during change

management is resistance from stakeholders. They may be adamant in accepting the new changes

especially if they feel as if the change will be disruptive or unnecessary to the project. To address

this, the project management team should carry out early stakeholder engagement and

transparent communication to ensure they gain the trust of stakeholders and reduce resistance.

Another challenge is that changes can have significant financial impact on the project cost. For

instance, uncontrolled modifications can lead to cost overruns. The project management team

can establish a contingency fund for unforeseen changes, which can greatly help mitigate

financial risks (Burke, 2021).

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 References

Burke, R. (2021). Project management: Planning and control techniques (6th Ed.). Hoboken,
NJ: John Wiley & Sons, Inc.

Business Outstanders. (2024, July 16). Lhoopa's innovative approach to affordable housing in
emerging markets. Business Outstanders:
https://businessoutstanders.com/construction/lhoopas-innovative-approach-to-affordable-
housing-in-emerging-markets

Camella. (2025, February 13). The rising tide of mid-market housing Philippines: A 2025
perspective. Camella: https://www.camella.com.ph/the-rising-tide-of-mid-market-
housing-philippines-a-2025-perspective/

Habitat for Humanity. (2023, June). Green housing solutions in the Philippines.
https://www.habitat.org/sites/default/files/documents/Green-Housing-Solutions-in-the-
Philippines.pdf

Kerzner, H. (2022). Project management: A systems approach to planning, scheduling, and

controlling (13th Ed.). Hoboken, NJ: John Wiley & Sons, Inc.

Lock, D. (2023). Project Management (12 Ed.). London: Routledge.

NextAsia. (2023). Building the communities of tomorrow today: The future of affordable housing
in the Philippines. NextAsia: https://nextasialand.com/news/building-the-communities-
of-tomorrow-today-the-future-of-affordable-housing-in-the-philippines/#:~:text=The
%20Philippines%20is%20experiencing%20rapid,around%206.5%20million%20housing
%20units.

Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge
(PMBOK® Guide) (7th Ed.). Newton Square: Project Management Institute.

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