National Project Management Councils, Committees and Networks

The reorganization and decentralization of architectural and engineering resources into real property teams, has necessitated a need for enhanced communication structures in order to provide national leadership, ensure quality services and enhance consistency of operations in the management and delivery of project management services for the planning, design and construction of federal real property projects.

The project management organization has introduced several national committees into its organizational framework. Each of the committees is authorized to make firm recommendations to the National Project Management Council regarding all aspects of project management services. Promotion of knowledge sharing with staff is through the National Project Management System (NPMS) Web site, the individual committees, committee members themselves, specific and general training modules, national project management forums etc. Staff have access to these individual committees through their respective regional representative for each of the committees and/or through their Director/Regional Manager. Existing councils, committees, and networks are as follows:

  • National Project Management Council
  • National Project Management System Continual Improvement Team
  • National Project Review Advisory Committee
  • National Claims Prevention and Management Network
  • National Senior Project Management Network
  • National Design Review Committee

The national committees have been specifically structured to promote:

  • Communication of national leadership within and outside of Public Services and Procurement Canada (PSPC);
  • National knowledge management, coordination and sharing of information;
  • National consistency/integrity in project management methodologies/strategies/practices;
  • Achievement of project management objectives, values and mandates in project delivery;
  • Recognition of teamwork, quality, time and cost control, and project management excellence both inside and outside of federal government;
  • 'Added value' by achieving client and government objectives through delivery of timely/ affordable real property project management services;
  • A formalized project management structure to communicate and resolve common issues;
  • A formalized design review to ensure quality and excellence in the technical and aesthetic aspects of the project;
  • Assurance that project management issues such as risk management, claims prevention and management, procedures, processes and construction site safety are addressed considering private sector methodologies, processes, language and procedures;
  • A high national standard of practice and care;
  • The building of co-operation and excellence within government, client departments, other levels of government and all real property 'authorities' and industries.