Genesis of Tasks

Welcome to the Self-Powered Community website.

The Genesis section is for anyone interested in going deeper into the maturation of the Open Webbook. Maps Author's steps in and out of surroundings of 30 years of his practices (work's outputs) around the SPC forming (around 1990-2020). It demonstrates case examples of the hierarchy of As-Is working statuses. It monitors changes between details and the whole and their relationships with the past and the future.

It presents tasks of the Author's practice by extracting and assigning the subject's essence of all relevant functions to the SPC approach (in the running time of his professional life). All in a fast and turbulent time with the need to protect data and take care of the task completeness (wholeness) in a safe deposit box (in a complex model) for continuing development.

The projects list (their survey) below is an attempt to introduce the package of the thirty years of work in a structure:

I Thesis

Open Webbook is a new Internet platform for anyone with an inner sympathy for the principles of a Self-Powered Community. He is looking for personal, team, or collective positions at the local (provincial) level under the interventions of Global Digital Transformation (GDT) and Global Human Adaptation (GHA) in the GT environment. Such findings belong to Observers, their individuality, tied to the place where they live, work, and have families.

The GT model has tried to define a position for observers, but identification (understanding) of their common platforms is still missing. Chapter F reminds two missing platforms. One is digital (technological), and the other is about human behavior (social). Both platforms have their ordinary (standard) space-time in the GT environment, and it is upon the Observer how he/she is equipped to understand and utilize the As-Is and To-Be options of their chances.

Therefore, both Section on the web bar, About and Genesis, has a common denominator. It is the SPC on its paths to the goal (for all: Author, Concept, Project, Driver, Utility, Target Group, Final Beneficiaries, and other Stakeholders). Section About says who is on the path to the goal, and goals only indicate. Section Genesis introduces approaches (a survey of works, e.g., via their suggested, predicted benefits and pitfalls) as reference units of consensus-making in evaluating common goals. Their harmony and conformity for peace in any ex-ante and ex-post declarations.

It is about life (actual) consensus-based more on data than general talks (which doesn't need misleading information). Such consensus (e.g., for a decision) needs data (primarily complex). It requires an understanding of distinguishing between the As-Is and the To-Be periods. For example, the period (As-Is, To-Be) of one generation (30 years) in details of your time can indicate how you look at data and information at a time of a specific decision linked to your responsibility for the decision. With exaggeration, it is about finding the right (reference) place in your history for the actual As-Is. It is the right moment for a self-survey of your Capacity if some residuum for happiness is still there if needed.

Similarly, it is about finding the right (reference) place in an object's history for the actual As-Is linked to the To-Be of a specific environment, its time-space. After a new project starts (after the preparation stage), any other links to the past don't make sense. If they are missing or are later discovered as wrong, false inputs, it is the project preparation stage failure and not an incorrect interpretation of history. The project is a live 3E (Efficiency, Effectiveness, and Economy) process based on specific As-Is inputs and projected outcomes.

The project can be changed, adapted, etc., but the history "it was" cannot be innovated via 3E evaluation processes. To mix views on the As-Is and stages of the past is logical nonsense. Nevertheless, it appears sometimes. Allows how to implement hidden faults into project operations in different likenesses (like the nativity behavior, an order of the evil wills, stupidity, insufficient knowledge, or high slyness).

For projects, history is a reservoir (well) of good and bad experiences, an opportunity to learn from them, but nothing more. The input source base for To-Be states is As-Is. It respects the time relativity (when), space (where), and the project scope feasibility (how) on the way to the expected end of the To-Be. A project is a process with a beginning and an end, set by algorithms with cost limits for their applications.

It is accompanied by data and information in a pre-set structure. The project, in its life cycle, carries a permanently recognizable system (structure) of the internal relationships of its components. The most important is to maintain their links to the changing environment of the approved project (e.g., the flexibility of the finished work for newly emerging functions that were not on the desk agenda in the As-Is project stage). The life cycle project forms the Genesis of the data via the flow of information that determines (feeds) its long-term usefulness.

But, data geneses and their natural flow, although based on common sense, always will fluctuate in the relativity of time, in deformations caused by humans, and in mistakes initiated by different sources (e.g., Murphy laws). Similarly, general, specific, or personal information can look fuzzy, but finally, it matures on data. The optimist can believe in the wisdom of people's generation that available information is based on common sense and is relevant (unique) to each project. The pessimist will not have the same belief, but it won't do him/her any good.

Only one rule exists for both. Neither optimists nor pessimists must not see only data that is around them and link a stream of surrounding information to them. It is a fuzzy, not algorithmic, environment. Both are under pressure from the same influencers, derivates of data, and accompanying statements. We know them; they are around any project. As, e.g., obtrusive populists, mainstream disseminators, artists of fear and panic in any branches and social groups, and in any social instability stages, in the beginning, they are invisible and finally unmanageable, fatal actors.

The project preparation and implementation process is a test for understanding the relativity between objects at the As-Is state and steps (algorithms) of transformations into the conditions of the To-Be. The first As-Is state says what is on (in quantity or quality of things, ideas, etc.) and what is on the hand now (in real-time). We mostly respect this value because it was created and based on historical processes of the past time.

But it can be very unclear and confusing. It is always when the project definition is missing and the path to the goal is not at least a little measurable. It happens when other approaches (not projected) generate fuzzy conglomerates of fiction "via false dreams and populist visions." These paths are not measurable; they occupy law and its courts and are often used as a source of dangerous risks and war conflicts.

The Genesis section offers a quick overview of data and information about the author's personal experience with project activities during the last 30 years and supplements the survey of scientific impulses, research practices, and knowledge and skills presented in the Section references.

The Genesis offers a sample (a snapshot) of project processes in a timeframe of one generation (it gives a sense with a link to the example of the narrative in Figure C7d: Father and Daughter in time virtual talk). Presenting their histories, stories, and reportages is challenging for personal or team creativity. Time of 30 years is an exciting object for philosophy and real-life testing processes and a valuable source for the links to the coming generation.

  • The project is the tool for developing activities from stages As-Is to the stage To-Be (e.g., UN SDG vision and worldwide SED, DRR, and HA streams of projects with local impacts and shifts on the global level).
    The task is: how to live and survive in the GT environment.

  • The project is a methodology that teaches us how to build and operate models of the reality around us, helping us gain more wisdom, knowledge, and practices from Nature, the Earth, and the Universe.
    The task is: how to understand and utilize the GT environment.

II Internet

The Internet is a new window of the Human into the Great Triad (G.T.) environment. It helps the Human communicate and opens new ways of thinking and understanding Nature's beauty and the Earth and Universe's mystery. All via data gathering, storing, and distributing to all (anybody) with the potential everywhere, via the flows of never-ending information. The Internet needs three assumptions:

  1. To own reliable and sustainable the Nearest Universe (the orbit for satellites),

  2. To have adequate human participation in operations, administration, and development of the Internet phenomenon.

  3. To offer the Human (of all social, interest, cultural, spiritual, and worldly interests) a standard and new language for mutual communication in the profile of human-machine cooperation.

The Challenge for the Human (e.g., from an Observer of the Great Triade) could look like this:

"Dear Human Population, get the Nearest Universe (the safe satellite's services) under your control because it is the most important agenda for the Human in the matter of the distributed system agenda, and Machine Learning (ML) assistance for effective communication that drives social and business contacts, their safety, development, and sustainability."

Are these the recommendations for the change in Internet quality and quantity for the need of the people living in the GT environment, asking the Observer?

The Internet is a human-made product. It does not need any conscious faults like cyber-attacks or wars for its never-ending services. That all is about human failures. As partners of the GT, humans can hedge this wrong behavior themselves and stop it via the technologies they have on hand. How? To utilize cultural roots and not let destroy moral and ethical values accumulated over millennia be broken.

While working at CERN, Tim Berners-Lee, a British scientist, invented the World Wide Web (WWW) in 1990. The web was initially conceived and developed to meet the demand for automated information-sharing between scientists in universities and institutes worldwide. The name CERN is derived from the acronym for the French Conseil Européen pour la Recherche Nucléaire, and today the Internet fulfills a broad spectrum of different tasks (technical, economic, cultural, ethical and helps to build models of views into the past and the future).

The Internet symbol, the WWW, is about 30 years old. Now penetrates fast into the lives of the following generation and is starting to build the bases of distributed thinking, behavior, and business in all branches spontaneously. Forms assumptions for new structures on the paths to the Global Digital Transformation (GDT) and Global Human Adaptation (GHA).

The Internet is likely to play a crucial role in these transformations - stimuli from the Internet form the skeleton of the design of the Webbook.

Three steps of SPC Websites illustrate this path from 2012 until now. The first website was looking for a position of the project's role utilized for social and economic development. The second website registered climate change and other influencers on Human sustainability in the GT environment. Both have had the same mission: to present the SPC Concept for applications on the global level via an idea of an organization, 5PforRES.

It was a crazy task but not a new one. On one side, there was an idea at an "unknown" position, and on the other side, a "sea" of problems in the care of the most prominent institutions and decision-makers. So, the SHIFT to the Open Webbook platform was a logical step.

The Open Webbook solves the transition from the human-human relationship to the machine-human coexistence in the GT environment's project preparation and implementation processes.

The Webbook is about it, and the Internet represents the communication environment. The sense of this comment is to underline the content against a form of Internet. The task is to discover all offers of the Internet (e.g., its role in the distributed system development for the environment of both GDT and GHA and not be staying at a wall only because people are doing evil and harmful things (e.g., see more in Chapter C6). Views on the internet functions are changing (e.g.,

Web 1. 2012–2017, web page, and Web 2. 2018–2022, the web page has a common historical characteristic. 5PforRES (Prague Project Portfolio Planning Platform for Renewable Energy Sources) is a project assisting in developing and promoting the Self-Powered Community (SPC) in its three key directions: SPC Concept, SPC Utility, and SPC Drivers.

Web 3. 2023–2025 is a base for the Open Webbook completion and the following operations involving Target Group (T.G.) and Final Beneficiaries (F.B.s) of low-income provinces to enter the new business distributed system with their initiatives. To activate their initiatives (e.g., via SPC Utility founding in their provinces) and participate in their local development and global initiatives like UN SDG and worldwide SED, DRR, and H.A. projects.

III The Open Webbook

Open Webbook is a logical step that evaluates the author's previous work and uses the growing power of the Internet. Primarily in the distribution of knowledge and experience in the infrastructure governance field. Let's just briefly recall the term Governance and Infrastructure.

III.a Governance

  • Governance is the process of interactions (on strategy, tactic, and operations levels) through ideology, business, policy, laws, and norms via the power or the language of a "power" unit over objects of the social or business environment.
    The social system includes a family, tribe, their formal or informal organization, and institutions on the territory or across territories services) and business systems (organizations, like corporations, or any services and production enterprises and firms). Both social (primarily public, nonprofit) and business (private principally) have their "power" unit individual or agglomerated into networks nationally or worldwide.

  • The state and territorial institutions (governments), any organization (a supreme "power" of services and production) on the market, or any other services or products of businesses network (mostly internationally) do it. They distinguish the role of administration, management, and governance. Administration represents creating plans and actions to achieve the objectives of the company. Management is the process of implementing these plans to reach the final goal.
    Administrative functions are legislative, whereas managerial procedures are executive. The management (administration) is responsible for running the organization's daily day-to-day activities. The governance determines the mission and provides a direction to the organization (or project), its stability, and sustainability in the broader spectrum of the surrounding environment (e.g., in the background of the GT). It justifies the governance position of its responsibility for appointing the management and monitoring the overall organization's performance.

III.b Infrastructure:

  • Infrastructure accompanies objects: living and non-living things and their structures. Infrastructure is everything located under their structure (construction), enabling (ensuring) the fulfillment of functions that usually condition the object's existence. All living things need water, air, food, and several tools for their existence and survival (e.g., humans, animal, bird, fish, bugs, trees, and flowers).
    All inanimate objects (e.g., for humans, such as houses, schools, factories, hospitals, railway stations, ports, and airports) need a water supply, heating, road networks, railways, seaports, airports, cars, ships, and planes. All these objects need their Infrastructure. The author develops this topic in more detail in publication IIIa.10, Section Genesis.

  • The goal is to propose a common denominator (methodology) of the infrastructure of the above range of objects. It is an infrastructure of simple existence in the interactions of the development of the functions of objects (things) with the need for sustainability in the GT environment. In most cases, these are objects to which a person has an ownership relationship, generally private or public.
    This relationship is transferred from the structure of things to their Infrastructure, although not directly and automatically.
    To be able to describe (instead define) the goal of finding a common denominator in such a broad spectrum of functions, we will abstract from the property ambitions of man and focus only on the operations of objects, on their hierarchy and cooperation, and on the way of links between governance tasks and the fulfillment of functions of things through their Infrastructure.
    To simplify the roles of the infrastructure manager, we will appoint a person with a background check, an official. Commissioned by a monarch, today usually a politician, he/she pioneered the growth of the skill we now call governance, obviously linked to the demand for infrastructure services.

  • After the Industrial Revolution, which ushered in an era of global economic growth, the role of the official (clerk, administrator) transformed into two main currents. Opportunities for self-realization increased, and new impulses of motivation affected both streams, public and private. The goal was the same; profitability, or at least return, but certainly the desire for success.
    However, each stream's path to winning and the required methodology unfolded differently. Although the object was the same (e.g., entity acquiring for a service or production), the perception of time consumption and the effectiveness of the goal began to diverge rapidly.
    The public sector, fed by spending from public budgets (always, after every election cycle in the hands of politicians), bet more on immediate effects and did not need the natural integrity of its investments (integrity on paper was enough primarily).
    The private sector, oriented to profit, growth, and sustainability, strives for the integrity of its expenditures (to stabilize itself on the market). It strengthens the will to compare itself with the competition (accepting to benchmark, consciously and subconsciously, and looking for ways to innovate).

  • There is still talk of two directions, and the position of the administrator (a clerk) and manager (an entrepreneur), the previously dominant part of the central public administration official (as a symbol of a clerk), is losing its mission.
    There is a growing demand for managerial skills and the liberalization of public services. As Infrastructure usually serves both sectors, public and private, in this direction, both sectors call for integrity, standardization, typification, and rapid and sustainable flexibility of everything under them. They know individual success depends on the joint facility's functioning, like the infrastructure.
    This bond is strong.
    It is about the As-Is of the whole and the To-Be of the individual.
    For example, suppose there is a demand for high-quality and long-term sustainable public infrastructure services for people's life, work, sport, and entertainment in places where all individual objects (public and private) are located. In that case, particular objects must incorporate risks and infrastructure needs into their To-Be.
    Tax liability is undoubtedly not enough on its own. It is not enough to collect taxes, build a quasi "Jackpot," and accumulate money on financial statements, e.g., for Infrastructure. The task for infrastructure governance is different in how to invest this money and guarantee their efficiency, effectiveness, and economy.

III.c Governance and Infrastructure

  • Examples are the most understandable; let's distinguish between private and public toilets. Infrastructure perceived in this way includes the content of private Infrastructure on the principle of logic that the functions of a public restroom are the same as a private toilet (e.g., their paths will meet in the best case at a sewage treatment plant). Suppose these services are implemented in a market environment.
    In that case, all derivatives of the "toilet" function are subject to seductive solutions, e.g., artist's work solutions principles, or without any architects, e.g., freestyle in the nearest wood, as most living creatures do.

  • What now the Human in the GT environment needs? More hygiene, as his/her population is growing (see the links between hygiene and pandemics impacts), so toilet compositions are logical case examples of the higher interest. If a toilet is expensive (e.g., golden work) or cheap (e.g., a hole in the ground), sorry, it is not the primary case that reflects this case example.
    The most important is the infrastructure of any toilet's needs. This Infrastructure is in a position the case of the final and most complex solution to hygiene needs.

  • Investment costs are different in the premises of the various toilet (super standards, standards, sub-standards). Still, they are constant for the given situation under the structure of the bathroom (where the toilet is located), e.g., under the house where the infrastructure (e.g., pipeline system). In the infrastructure positions, the costs are tied to the function of service (as a whole) and not the quality of the services provided in a specific toilet room.
    For completeness, it's not just the sewage itself but also the water supply, electricity, ventilation, heating, and other services that ensure the comfort of the toilet room (under, above, and around the room itself).
    Then we call it the infrastructure. Thus, e.g., a "toilet" is a "cell" of Infrastructure that creates a new, independent object, which in the size of the city, needs separate administration, management, and Governance.

  • Never mind how large a spectrum of cheap or expensive "toilets" we can identify, the dominant problem lies in the complex solution in situ (in a building, street, district, or any place in the countryside), which we would like to have under the hygiene control, in order.
    We can understand the Self-Powered Community (SPC) as a system solution for the sample infrastructure in situ (according to the SPC Driver's protocols). The infrastructural of the "toilets" is presented as a sample system that should end in standard functional units of wastewater treatment plants or other measures of technology.
    So, Infrastructure and Governance represent a holistic task above the partial solutions of today's investment practice in developing urban, peri-urban, and rural areas. Holistic in synonyms: comprehensive, integrated, aggregate, entire, complete, and total.

IV Articles

The Open Webbook has six Chapters (A, B, C, D, E, and F) and many other views, observations, and data. The presented idea here is an attempt to explain the principal differences of the Open Webbook subject more on the side of the philosophy than the methodology, most of the global view on the Global Digital Transformation (GDT), Global Human Adaptation (GHA), and on projects of the Social and Economic Development (SED), Disaster Risks Reduction (DRR), and Humanitarian Assistance (HA) including the UN Sustainable Development Goal (SDG) vision.

On the other side, Infrastructure Governance is too close to the nature of the SPC Concept, Drivers, and Utility. It is the core environment for finding and defining the feasibility of the New Project Paradigm (NPP), its development, and its implementation worldwide.

The Open Webbook of the Section Genesis is a space for the next stream of the author's activities presented via articles. The first three are below.

V Survey of works

The survey presents eleven selected authors' works divided into four steps for thirty years. The first step reflects (reminds) the know-how building before 2000. The other actions directly link to the Self-Powered Community idea that builds on the author's practical (live) opportunity to participate in three political, economic, and technological transformations.

It shows two different types of motivation and one standard navigation. Basis indicates how to work on the folk philosophy development globally for the local (provincial) needs (e.g., the GT environment) seriously and how to strengthen the absorption capacity and the future technologies dissemination also to the low-incomes provinces (e.g., the TT technologies). The navigation supports paths to goals of Global Digital Transformation (GDT) and Global Human Adaptation (GHA) in the running of globalization. These preludes needed 18 years.

Northern Bohemia

Northern Bohemia (Province in the Czech Republic)

MEPD Prague


Article: “Reform of Public Administration and the PIFC system in the EU financial interventions”

Article: “Reform of Public Administration and the PIFC system in the EU financial interventions”

Horizons KPMG Prague

May 2005

The Master Planning Process for Small and Medium Island Communities

The Master Planning Process for Small and Medium Island Communities

Working Paper Pamphlet for CDENET Annual Meeting, Florence Italy, EMCi, Prague

July 2009


The following works are dedicated to the positions of preparation and implementation of projects in the environment of developing countries. The path to the low-income provinces answers how and where to start SPC projects. The reason was continuously explained in previous publications. The Open Webbook elaborates on this further and describes why and how to eliminate the current problems worldwide (in developed and developing countries). Focus on low-income provinces is presented as a feasible and sustainable start-up.

Entry into the issues of developing nations began with the challenge of the "Lighting Africa" program. This allowed for a broader team collaboration to develop a Strategic Feasibility Study for Africa and capture As-Is' status in this environment for the next steps (e.g., in Ethiopia). A space has opened up for a confrontation of the author's intentions with reality in a sample of other African countries (e.g., Kenya, Botswana, and South Africa).

Participation and the Paper for the Conference Lighting Africa

Participation and the Paper for the Conference Lighting Africa

Nairobi, ZTC

Prague 2010

Strategic Feasibility Study for Africa

Strategic Feasibility Study for Africa

e-Book, 5PforRES s.r.o.

Prague 2011

SPC for African Countries

SPC for African Countries

Pamphlet, 5PforRES s.r.o.

Prague 2012


Further steps have already taken place in direct informal contact with friends, experts, and authorities abroad; this step is devoted to ties to the Philippines. Obtaining data and establishing connections were the primary goals. The motivation could be understood as a study (Blueprint) to support the preparation of the pilot project. A strategic feasibility study also supported this plan.

The works underlined the need to build Capacity (Financing, Capita, Investment, and Banking) in low-income provinces. In parallel with the economic and technological analyses choosing the education methods for the future Target Group (TG) and Final Beneficiaries (FB) continued.

At stake was a whole complex of tasks connected with the philosophy of local economic development and security, with the methodology of project preparation and implementation, and finally with the subject of Self-Powered Community - infrastructure governance. A set of leaflets compiled in Manila was the beginning of a solution to education needs and proposals for learning methods by doing projects (not just studying in schools).

Therefore, other works focused on the importance of the local (native) language. On the risks of natural absorption of new know-how in Final Beneficiaries' thinking and work procedures through the aggregated data and processes of SPC Drivers and SPC Utility applied in specific low-income countries.

SPC pilot project in the Philippines

SPC pilot project in the Philippines

e-Book - Blueprint, 5PforRES s.r.o

Prague 2013

Pre-Feasibility Study – SPC Concept and Pilot Projects

Pre-Feasibility Study – SPC Concept and Pilot Projects

5PforRES s.r.o.
Naviga 4 s.r.o.

Prague 2014

Exhibition: Wall Chart Posters, Poster A, B, C, D, and E, prepared for Energy Smart Mission (ESM)

Exhibition: Wall Chart Posters, Poster A, B, C, D, and E, prepared for Energy Smart Mission (ESM)

Manila, Philippines 2016, by 5PforRES s.r.o.

Prague 2015


The last step of the presented approach clearly expressed the need for change. A solution that would harmonize the dimension of the proposed subject (Self-Powered Community) with the capacity possibilities of the author to move these works from the level of considerations "on paper" to the level of pilot applications of "investments" in a global dimension. This problem has reached its peak.

It turned out that it made sense to continue the theoretical work even with a limited "locked" capacity. Still, without external links to potential Target groups and Final Beneficiaries, any following work is fragile (edentulous), and finally, it can be in a contra-productive position. Two recent results demonstrate this situation.

Infrastructure and SPC Concept e-book

Infrastructure and SPC Concept

A bilingual pilot project, e-Book, 5PforRES s.r.o.

Prague 2018

Infrastructure and SPC Concept pamphlet

Digitalization of Public Service Delivery in Asia

Dialectic diagrams in communication, Pamphlet, 5PforRES s.r.o.



The selected eleven works complement the target orientation of the author, which is presented through his CV.

In the last part of the Genesis Section, an overview of other professions is presented, which complements the survey as mentioned above with other examples, not in the structure of time, but in the format of selected fields (like branches) necessary for the journey of the Self-Powered Community to its goal.

VI Commented Lesson learned

Publication and articles are split into four segments. The first represents an abstract (a summary survey) of the SPC idea development from 2010 to 2025. The second segment is about methodology.

The Genesis section is about the creative roots of any author, which are based on his/her professional-specific start-up when they are building the personal skills (craft) as a fundament of their future professional track. It is essential for many reasons (e-g., see Figure C6a, b).

The third segment is Prospectus and Procurement. Two business operations are necessary for healthy and sustainable businesses in a project environment.

The fourth segment is called - Infrastructure. In a very general sense is about any ideas that were at the running time actual and later proved their usefulness in the steps of the complexity of the SPC development.

The last segment links the segments above and contains a list (a choice) of other works and activities focused on the roots of skill and a more comprehensive professional background (projects of civil engineering designer, feasibility studies performance, strategic planning, and tactic analyses, financial management and auditing, state and provincial economy and financial transfers for development projects).

VI.a Self-Powered Community (SPC)

This block represents the Genesis of the Self-Powered Community (SPC) Concept before and after the Open Webbook preparation. Only the most critical theses were selected, presenting three stages of years (2010, 2015, and 2019). Block represents articles that have a link to a specific mission or task.

The preparation and work on the Open Webbook follow by a philosophical view (2015), an introduction of the SPC via the Academia Letter (2021), and a challenge to AT specialists to develop a pragmatic path for the Blockchain and Smart Contracts technologies in the global digital transformation environment (2022). The following Articles will be added till 2025 when The Open Webbook is supposed to be closed (finished).

VI.b Methodology

The methodology is a system of methods used in activities (e.g., projects and organizations). Webbook indicates a need for production and sales steps for processes of organizations and offers views on algorithms of life cycles of projects.

Project life cycles present themselves from their research to results from their competitiveness environment via indicators indicating Effectiveness, Efficiency, and Economy (3E) in all stages of a project preparation, implementation, operation, and liquidation. A fast (simple) and extended (professional) understanding of project life cycle processes involves a complex chain of data (terms) of the object, scheduling, and financial data flow and their end.

Therefore, the Genesis section recommends distinguishing who explains these complex project life cycle relationships or is talking about them. Who is behind presenting such a general (policy) issue, and what is his/her motivation to address at least most of the audience?

Suppose we accept the assumption that this general (policy) presentation has strategy content. In that case, we should be ready to distinguish the creative roots of the speaker and listeners (e.g., the audience of a conference, business meeting, or at any meeting).

It means that he/she, as an independent personality gains an opinion on the presenter and the audience. It can help him/her to learn about the professional-specific start-up of a speaker when he/she was building their skills (craft) as a fundament of their current or future professional track.

The same approach he/she can apply to any of the audience. For the live methodology, knowing the basis of participating actors and how their skills were formed is crucial. For a practical understanding of this approach, the matrix and spin of the human behavior are recommended in Figures C6a, b, c. It is a recommendation for paths to the 3E success scales.

Webbook understands a methodology as a live tool for solving feasible (not abstract) tasks of a concept (ideas, hypotheses) that will be tested via projects (e.g., project management) and evaluation (e.g., assumptions of expected results). Both project management methodologies and assessment of project outputs and impacts determine how project work is prioritized, prepared, completed, evaluated, and operated (by an organization) and absorbed by the surrounding (competitiveness) business environment.

These are sets of guiding principles and processes used in life cycle project operations. It concerns knowledge, experience, and systemic perception of general (policy) issues. The project list below exemplifies an overall task structure bound with one common denominator, project.

Project ROKO is a mix of construction principles and details. The author's participation in the civil engineering program for the nuclear power plants is a mix of industry transformation impacts and the risks of a consensus meaning in a project feasibility strategy. The list underlines the link between the standardization of processes and the need for intellectualization of the central and local administration, mainly for financial transfers and projects spendings.

Highlights the role of internal financial controls and audits on all levels of public administration and the natural (sport) role of benchmarking in this social and business environment. This manner offers a view of the Self-Power Community and predestinates access to the advocacy of the idea (concept) of the inclusion of "machine" operations into social and business structures of low-income provinces (please see more in the Open Webbook of this website).

VI.c Prospectus and Procurement

This segment has specific content and a different structure. It contains the most critical pendulum of business skills needed for project preparation and implementation stages. It is about gaining credibility for project financing and abilities to sustain the risks and success of the project in the supply chain till the project closes (e.g., vie 3E indicators). It is about the project operations called Prospectus and Procurement.

Both are subject to Chapter C and are in the work process of Chapters D and E. Therefore, here is a space to remind their terminology and the importance of the success of any project (small, simple, big, or complicated).


The Prospectus is a preliminary statement (e.g., financial) that describes a business case (its essential characteristics) and is distributed to prospective investors, buyers, or participants. In the Open Webbook case, a prospectus is a business tool incorporated into financial transfers (e.g., international, intergovernmental, or others) to finance development programs and their projects.

These transfers mostly end in projects comprising public and private sources. In this sense, the Open Webbook prospectus respects the hierarchy of the general specifications of any financial transfer for aimed financing and stays at the end of this process. It supports the distribution of project financing via a public financial statement (Prospectus). It addresses each project at its start-up phase via unified data published and distributed.

For example, a responsible public body (e.g., a ministry or any other authority) will publish a document (e.g., prospectus described above) with a commitment to finance a project of the "X.Y." scope (content) in a financial value "x" percent of the public financing.

It will initiate banks or any other private investors to offer to the commitment the rest "y," financing. Public-private financing will gain a global standard system (will generate structuralized data and assist global statistical issues solving), and local or international markets will enter more transparent procurement operations (into a more compatible supply chain environment).

Clients will compete for the public prospectus gaining, and winners will be authorized and entirely credible (will be warranted) to open and pass through the public Procurement of the specific projects in a standard sanction manner to protect the contract's data. All data of these processes will be standardized and available for monitoring, financial control, and auditing (e.g., for forensic reasons).

This idea is under preparation for the new Chapters D and E of the Open Webbook and is close to the methods of blending financing.


Procurement is the process that creates, manages, and fulfills contracts. It is a process of finding and agreeing to the terms of sourcing, purchasing, and payments (please see Figure C10c.1). It Includes identifying potential suppliers, negotiating contracts, and selecting the best value for money. Purchasing is the actual act of buying goods and services.

On the one side, this approach does not satisfy (address) the problem of developing countries. On the other side, it is the value the new "machine" procurement should be built (please see Figure 10f.1). Procurement is a significant and widely disseminated worldwide problem.

In September 1999, FIDIC introduced its new Suite of Contracts, which included "new" Red, Yellow, Silver, and Green contract forms (e.g., Yellow Book is a practical guide for anyone involved in preparing, administering, or contributing to the project procurement, and Silver Book imposes most of the risks, especially in respect to price and time for completion on the contractor).

Various forms of Procurement (during the project life cycle) can be variable and may require specific expertise to understand and manage the process(es) via 3E indicators. We can find 25 books of different ages on thousands of paper pages online. It is perfect work but not applicable for the present fast time leveraged by computerization.

On the one side, this approach does not satisfy (address) the problem of developing countries. On the other side, it is the value the new "machine" procurement should be built (please see Figure 10f.1). Procurement is a significant and widely disseminated worldwide problem.

The critical position of Procurement is generally known, and the finding of new solutions is anticipated. The last situation in the U.N. Office for Project Services (UNOPS) confirms and brings the needed detail. In 2021, UNPS provided its services for $3.4 billion for about 1000 projects worldwide (e.g., schools in Afghanistan, sheds in Haiti, and ambulances for Pakistan).

The audit identified a froud on n a sample of this budget with a value of &63 million for Sustainable Infrastructure Investments and Innovation Initiative (S3i). The audit is being in process 2022/23. The initiative S3i aims to secure financing of 1.3 million affordable homes over the next decade in Ghana, Guinea, Nigeria, India, Pakistan, and the Caribbean. The audit reveals the lack of adequacy of the scope of this business with present management tools and the manner of the internal financial controls.

The Author's personal experience has been linked to the content of the Prospectus and his services to the KPMG Czech Republic. The procurement theory was formed via the Author's participation in training programs (please see CV). For example, in the case of the Prospectus, gaining financing for public and private funding of activities was his responsibility.

Other examples present more than ten Terms of Reference for CBC Projects of the Czech Republic during the pre-accession activities and, later, after the accession of the Czech Republic in the EU for some projects of regular programming periods till 2010.

After 2010 all interest in the 5PforRES was shifted to gaining experience in developing countries. Two tender documents were submitted to the Africa Union (A.U.), and some calls of ECOWAS were transferred into bidding documents. The procurement issues were consulted on the E.U. on the official level for the Africa, Caribbean, and Pacific (ACP) countries with the Centre for the Development of Enterprise (CDE) in Brussels.

The readiness of the 5PforRES to bear the physical impact of the Procurement was tested by bidding acts via the Czech Development Agency.

All these activities aimed to investigate procurement processes and have at least the practical awareness for coming proposals.

As was said above, the Prospectus and Procurement are the most critical pendulum of business skills needed for project preparation and implementation. It represents a set of tasks for teamwork and the need to build on the gained practices (e.g., FIDIC). It is the work's motto in Chapters D and F of this Open.

Webbook. Africa Union (AU):

  • Africa Union Research Grants, Open Call for Proposal – 2011, Guidelines for Grant Applicant, Reference: HRST/ST/AURG/CALL1/2011, Data for submission of proposal: 30.04.2011, Africa Union (AU) building (the old one), Addis Ababa (A)

  • Africa Union Research Grants, Grant Application Form, Open Call for Proposal – 2012, Guidelines for Grant Applicant, Reference: HRST/ST/AURG/CALL2/2012, Data for submission of proposal: 20.04.2012, the Africa Union (AU) Conference Center and Office Complex, Addis Ababa (A)

  • 2011 Call for proposals, The ECOWAS Renewable Energy Facility (EREF) for peri-urban and rural areas, Execution of Action line-2 of the ECOWAS/EUMOA White Paper on Energy Access, 15 Countries covered, 5PforRES s.r.o., tested: Burkina Faso, Guinea, and Nigeria Example (A), example see below:

  • 2011 Call for proposal of the applicant “Burkina Béton Manufacturé Travaux et Assainissement” (BBMTA). Documents for Procurement of BBMTA “Solar Home System Program” to EREF (ECOWAS Renewable Energy Facility), 2011

  • Bidding Documents for Procurement of Photo voltaic system for 25 000 Rural Homes, ICB No: REF/ICB/07/2011, Phase II (off-grid Rural Electrification), Purchaser: Ministry of Water and Energy, Rural Electrification Fund (REF), Addis Ababa, August 2011 (A)

European Union (EU):

  • Pre-accession funds CBC, Terms of Reference preparation for a set of the project of the Phare Cross-Border Cooperation (CBC) in the Czech Republic

  • Czech Development Agency, Czech Development Agency (May 2015, August 206, and November 2017, three attempts (September 2016, May 2017, November 2017)

  • Centre for the Development of Enterprise (CDE), introducing the SPC Concept (2013)

  • Consultation on the Directorate-General for International Cooperation and Development, introducing of the SPC Concept, (2018/19)

VI.d Methodology and Infrastructure

Methodology and Infrastructure are broadly commented on above. The list of authors' references comments on the relationship between a specific object and the methods of its As-Is state and its surroundings that influence it.

The object (thing), in this case, is the SPC Concept (the methodology of its development) and the surroundings (its Infrastructure), which feeds progress or decadence in the To-Be state. So, to underline this approach, the following items are split into two views: based on knowledge of sources and space for marketing activities.

A base of knowledge of sources:

The Author had the opportunity to initiate and organize the nuclear account financial model development for the Ministry of Finance of the Czech Republic, ordered by the Administration of Radioactive Waste Repositories for the Ministry of Finance, MoF (1995-7). It is an example of knowledge of sources concentrating on ad hoc cases.

Other items link to more than ten years of active participation in the EU Structural Interventions in the Czech Republic, the manners of its financing, the need for benchmarking, and the usefulness of well-prepared and implemented education.

A space for research and marketing activities:

The list of items below represents a set of ad-hoc activities aimed out of the Czech Republic (out of the domestic knowledge base for about 15 years). It offers examples of paths to performing research and marketing activities via different views on the same strategic goal. Demonstrates outputs, a pensum of information and data stored, evaluated, and compared between the As-Is states (in the time of gaining maturity of the SPC Concept) and the stages built for the To-Be vision (for the sustainable plans for possible use).

Continuity on Web 2. (2018–2022), and Web 3. Open Webbook (2023–2025)

VI.e Other initiatives

The last segment links the items above and contains a list (a choice) of other works and activities focused on the roots of skill and a more comprehensive professional background (e.g., projects of civil engineering designer, feasibility studies performance, strategic planning, financial analyses, project management and auditing, state and provincial economy and financial transfers for development projects).