National Project Management System Directive on Real Property Project Reviews
1. Effective date
May 15, 2012 (updated November 2, 2017)
This directive supersedes all project review-related documentation within the National Project Management System (NPMS) before May 15, 2012.
This directive is issued under the authority of the Director General (DG), Professional and Technical Service Management Sector (PTSM), Real Property Branch (RPB), Public Services and Procurement Canada (PSPC), and updated under the authority of the DG, Service Lead, Project Management, RPB, PSPC.
This directive is to be implemented in conjunction with all NPMS knowledge areas within the departmental National Project Management System Policy. This directive supports PSPC’s efforts to maintain good industry practices related to project reviews within project management.
The Project Review Advisory Committee (PRAC) serves to provide advice and support to project managers through a detailed evaluation of the Project Management Plan. A project review is in addition to, and not a substitute for, a design or technical review that may be required by other processes identified in the NPMS.
These project reviews, as quality control activities, are billable to the project.
PRACs are formed at the National (NPRAC), Regional (RPRAC) and Peer (Peer PRAC) levels depending on the project value and Project Complexity and Risk Assessment (PCRA) level. Concurrent with the Integrated Investment Plan, any RPB project with fit-up/renovation/construction costs greater than $20M or a PCRA level of 3 or 4 requires an NPRAC. Below this threshold, Table 1 can be used as a guide to assess the minimum level of PRAC required.
|Up to $1M||No Project Review Advisory Committee||No Project Review Advisory Committee||No Project Review Advisory Committee||No Project Review Advisory Committee||No Project Review Advisory Committee|
|$1M to $2.5M||Peer Project Review Advisory Committee||Peer Project Review Advisory Committee||National Project Review Advisory Committees||National Project Review Advisory Committees||Peer Project Review Advisory Committee|
|$2.5M to $5M||Peer Project Review Advisory Committee||Regional Project Review Advisory Committees||National Project Review Advisory Committees||National Project Review Advisory Committees||Peer Project Review Advisory Committee|
|$5M to $20M||Regional Project Review Advisory Committees||Regional Project Review Advisory Committees||National Project Review Advisory Committees||National Project Review Advisory Committees||Regional Project Review Advisory Committees|
|>$20M||National Project Review Advisory Committees||National Project Review Advisory Committees||National Project Review Advisory Committees||National Project Review Advisory Committees||National Project Review Advisory Committees|
- The total fit-up budget includes all acquisitions (excluding rent, Operational and Maintenance (O&M) and taxes), capital costs and re-fit/improvement costs, and PSPC delivery staff fees. In the case of a space-based project, the fit-up value (see definition), including taxes, is to be used in determining the PRAC level
- PCRAs for other government department (OGD) projects are not completed by PSPC
- PCRAs are not required for projects below $1M
The purpose of this directive is to support effective project management practices and project teams by ensuring projects are thoroughly reviewed from a delivery viewpoint, with specific focus on the Project Management Plan and supporting project delivery documentation.
7. Details of the directive
The membership composition for the various levels of PRACs is defined in the Responsibilities section. The Project Manager shall initiate the PRAC request when the Project Management Plan is substantially completed and ready for review and comments. In the case of an NPRAC, the Project Manager is to initiate the request by sending an email to the generic mailbox email@example.com, indicating the name, type/description and total cost of the project.
PRACs will be completed near the end of the Planning Phase of the Project Delivery Stage of the NPMS and prior to Project Management Plan Approval (see Figure 1). Advice and recommendations received from the PRACs will be recorded and supplied to the project team and reviewed by the approval body at the amended project approval (if required)/expenditure authority (implementation) control point.
Figure 1: National Project Management System Flow Chart with Project Review Advisory Committees milestone
This image describes the NPMS model with 3 stages, 9 phases, control points and deliverables:
- Project Inception Stage
- Project Identification Stage
- Initiation Phase
- Control Point: Project Approval/Expenditure Authority (planning and design) (PA/EA)
- Identification Close Out
- Deliverable: Identification Close Out Document (ICOD)
- Project Delivery Stage
- Project Management Plan (PMP)
- Project Review Advisory Committee (PRAC). A PRAC is required when the PMP is substantially completed and ready for review and comments.
- Project Charter (for projects funded by an Other Government Department
- Control Point: Project Management Plan Approval (PMPA)
- Control Point: Amended Project Approval (if required)/Expenditure Authority (implementation) (aPA/EAimp)
- Delivery Close Out
In certain circumstances, a project may be fast-tracked whereby multiple approvals are sought at the same time early in the Identification Stage (that is lease “turnkey” projects). For these special circumstances, the PRAC will be completed as soon as the Project Management Plan is available and prior to its approval.
An NPRAC consists of a sit-down meeting chaired by the RPB Project Management Service Line (PMSL) Centre of Expertise Manager, and attended by several chosen Subject Matter Experts (SMEs), as well as the project team members. The group will review the Project Management Plan and the recommendations will be recorded for the project team.
An RPRAC consists of a sit-down meeting chaired by the Regional Manager, and attended by a few chosen SMEs as well as the project team members. A Peer PRAC is either a sit-down meeting, or the confirmation that the Senior Project Manager has approved the Project Management Plan.
Mandatory documents for PRACs are the following:
- Statement of requirements (not required for OGD projects)
- Project Charter (for OGD projects and space projects)
- Project management plan (including all required annexes)
- Project Complexity and Risk Assessment (not required for OGD projects, unless it is available)
- Completed NPMS Identification close-out document (ICOD) checklist (not required for OGD projects)
- Project presentation
|Role||Responsibilities||National Project Review Advisory Committee||Regional Project Review Advisory Committee||Peer Project Review Advisory Committee|
||Manager, PMSL Centre of Expertise (COE)||Regional Manager / Project Director for National Capital Area (NCA)||Senior Project Manager (or person approving the Project Plan)|
||Selected by Chair||Selected by Chair||n/a|
|Project manager (PM)||Initiates the request for a PRAC meeting||PM (One month notice for the meeting)||PM
(Two weeks notice)
|Provides a copy of the mandatory documents as described below electronically to the Coordinator at least two (2) weeks prior to the meeting||PM||PM||PM|
|Develops a comprehensive formal presentation (for example PowerPoint)||PM||PM||n/a|
|Project leader (PL)||Attends the PRAC||PL||PL||n/a|
|Knowledge Area Specialists (cost, claims, risk, time, heritage, environment, safety, procurement, financial, Architectural and Engineering (A&E) / professional services)||
||Selected by Chair||Selected by Chair||Only if required|
|Experienced Project Manager||
||Selected by Chair||Selected by Chair||Only if required|
||National Portfolio Management||Only if required||Only if required|
- Quality review:
- Any formal procedure for reviewing a product or group of related products against an agreed set of quality criteria. Project reviews, design reviews and discipline/technical reviews are all types of quality reviews.
- Project review:
- A quality review related specifically to project delivery that provides advice and support to project managers through a detailed evaluation of the Project Management Plan.
- Design review:
- A quality review related specifically to design that provides a systematic, comprehensive and documented analysis of the design to determine its ability and adequacy to meet the project requirements. Note that a design review takes place during the Design Phase of the NPMS, and that the design review process is managed in the NCA by Professional and Technical Services.
- Discipline/technical review:
- A quality review (on an as-required basis) of any project document undertaken by a specific real property discipline (that is mechanical, electrical, etc.) as decided by the Project Leader/Manager. A discipline/technical review can take place during any phase of the NPMS.
- Fit-up value:
- All costs required to bring the space “online” including, but not exclusive to, all fees, disbursements and any other associated costs, excluding rental payments and client costs.
Public Services and Procurement Canada Publications
- Policy on the National Project Management System (106) (page available on Government of Canada network only)
- National Project Management System Directive for Real Property Projects
- NPMS—Guidelines for the Preparation of Project Plans
- NPMS—Identification close out document for asset projects
- Annex A: Project Review Advisory Committees Presentation Template
- Annex B: Project Review Advisory Committees Agenda / Record of Decision Template
Please direct all enquiries about this directive to the Project Management Service Line Center of Expertise at firstname.lastname@example.org.
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