Program of Work Project Charter Template (Project funded by an Other Government Department)

Table of Contents

  1. Introduction
  2. Project Objective
  3. Roles and Responsibilities
  4. Liability
  5. Issues Resolution
  6. Endorsement

1.0 Introduction

This Project Charter establishes the relationship between the Client Project Leader and the Public Services and Procurement Canada (PSPC) Project Manager that will be followed in the delivery of various projects. Objectives specific to each project will be identified in their respective Project Plans. The terms and conditions and the services required to deliver the project will be explicitly described in the Project Plan and will be organized according to the knowledge areas defined by the National Project Management System (NPMS). The Project Plan provides the details on project scope, schedule, finances, risk, and other management strategies necessary to define and deliver the project and will form an integral part of this Project Charter.

Both the Project Charter and Project Plan will be amended in accordance with Treasury Board (TB) policy whenever major changes to the scope, schedule, finances, or other significant changes to the project occur.

2.0 Project Objective

This Project Charter authorizes the PSPC Project Manager to develop various projects and produce [should be a summary statement identifying the expected end result, its location, total project cost, and an in-service/completion date]. The project scope, schedule and costs for delivering each project will be detailed and confirmed in the Project Plan.

2.1 Project Plan Completion Date

A "draft" of the Project Plan, for Client review, will be completed within [insert timeframe]; following receipt of a written request from the Client Project Leader regarding a specific project; and the Project Plan, for Client signature and approval, completed within [insert timeframe] following receipt of the Client's review comments.

2.2 Project Plan Cost

Upon agreement of this Project Charter and the provision of funding through a Specific Service Agreement (SSA), PSPC will, upon written request from the Client Project Leader, proceed with development of Project Plans for various projects, utilizing the [insert value] funding established for the "Program of Work" Project Charter as a float. As specific projects are requested, secondary project numbers will be established in PSPC's project and business management system (SIGMA) under the "Program of Work" Project Charter primary project number. SIGMA will be utilized to record and track approved funding levels and expenditures.

Upon review and approval of a Project Plan and SSA funding request, a new primary project number will be established in SIGMA.

3.0 Roles and Responsibilities

[note: this section is not to be modified]

3.1 Project Leader Role (Client)

The Project Leader, through the normal chain of command to his/her deputy minister, and in compliance with PWSGC policies [identify key policy e.g. NPMS Policy, RPB Risk Management Policy, etc.] is accountable for:

  • all external aspects including continuous interpretation of operational needs and wider government objectives, and the validation of planned project end-product in that context.
  • interfaces with the senior management of the sponsoring department and participating departments; and serving as the spokesperson for the project.
  • all internal aspects including general supervision of the project management framework to ensure that Project Manager will meet all objectives approved for the project.
  • preparing project approval documents.
  • vetting proposals to amend objectives due to changed external or internal factors; and acting as the authority for the submission of such changes as well as for progress reporting to project approval authorities.
  • defining fully the scope for the project including the wider interests of the government.
  • identifying any potential risks associated with the project;
  • establishing an adequate project management framework, for detailed project definition and to complete project implementation.
  • ensuring that Project Managers perform adequate project planning to address the size, scope, complexity, risk, visibility and administrative needs of specific projects.
  • notifying other federal government departments or agencies who may be affected by a specific project and inviting them to participate in an active or co-ordination role as appropriate. The Project Leader is also responsible for ensuring that all relevant project submissions and approvals have been obtained prior to initiating any part of the project. It also includes the submission of updated project information to appropriate authorities for significant changes beyond the parameters established in the original or amended approvals.
  • determining if the project requires an environmental screening as identified under the Canadian Environmental Assessment Act. If required, ensure completion of the screening prior to tendering the construction contract.
  • establishing the context and resource allocations of a specific project and interfacing between the project team and senior management of the sponsoring department, participating departments and with the Treasury Board Secretariat. This includes ensuring that all relevant project submissions are made and that approvals are obtained prior to initiating any portion of the project.
  • consulting as early as possible, with the Treasury Board Secretariat, particularly for larger projects of higher risk and complexity, proposing a suitable management framework.
  • ensuring that a specific project is managed in accordance with the Treasury Board approved management framework.

3.2 Project Manager Role

The Project Manager is responsible for carrying out the more detailed day-to-day management of project activities. These responsibilities include:

  • establishing an appropriate organizational structure based on an agreed-upon scope for the project.
  • managing the project and assigning and detailing roles and responsibilities identified in pertinent internal and interdepartmental agreements.
  • negotiating and obtaining written agreements with participating departments when project-specific resource commitments or activities need to be documented in the interests of effective management of the project.
  • utilizing the PSPC National Project Management System (NPMS) in the management of the project. This will include:
  • developing the Project Plan in consultation with the Project Leader;
  • organizing the project using planning and analytical tools for work breakdown, responsibility assignment, and schedule preparation;
  • estimating the benefits and costs for project alternatives;
  • assessing and monitoring risk and planning for risk mitigation by systematically applying the PSPC Risk Management approach and common methodology;
  • planning to phase the project where necessary or appropriate;
  • entering the project in the PSPC project business management system (SIGMA);
  • monitoring the project progress to ensure conformance to the Project Plan and updating the Plan as necessary;
  • reporting progress to internal management (and to Treasury Board if required); and
  • providing input to briefing notes, TB submissions and other documentation as required to support the Project Leader.
  • identifying specific performance milestones in the Project Plan where withdrawal from, or termination of the project would be practical, should the project cease to be viable during execution.

4.0 Liability

[Note: This section is not to be modified]

PSPC provides services to Other Government Departments under Service Level Agreements as a Common Service Organization (CSO) and as such does not fund claims nor liabilities (TB Policy: Decision Making in Limiting Contractor Liability in Crown Procurement Contracts, September 2003). The presence of PSPC in such a process does not remove the financial responsibilities of the client department, i.e. the client, and not PSPC, is responsible for the funding of any cost associated with the project. Treasury Board policy states that liabilities arising from contracting activities are the responsibility of the originating client department.

Should consultant errors or omissions occur then PSPC will act as the Client's agent and seek compensation from the consultant for those errors and/or omissions. Where PSPC acts as the Client's agent, the Client will be responsible to fund PSPC related fees and legal costs along with any settlements that arise in the settling of all claims.

Where errors and/or omissions are made by RPB staff in the delivery of Architectural & Engineering Design Services to clients, which result in expenditures that do not add value to the Crown nor to the project, it is PSPC policy to ensure that clients do not unfairly bear the cost of rectifying such errors or omissions.

5.0 Issues Resolution

Issues arising between the Client (project leader role) and PSPC (project manager role) will be resolved between the two parties where possible. Issues that cannot be resolved at this level within [insert timeframe] will be simultaneously elevated to the next management level in their respective organizations.

The resolution mechanisms for all other issues that arise within the project team will be identified in the Project Plan.

6.0 Endorsement

The undersigned hereby agree to undertake this project in accordance with this Project Charter and any subsequent revisions appended to this document.


Approved by: (Authorized Client Representative(s) with Financial Signing Authority)

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Approved by: (PSPC)

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