Definitions

Business Projects – IT-Enabled:
Business Projects – IT Enabled are projects which develop solutions to achieve and maintain efficient and effective business processes and service delivery that are facilitated by Information Technology; some of these projects may transform business practices.
Business Rules:
Identifies a series of mandatory corporate processes required for reporting, measuring, controlling, recording and financing projects;
Communications Management:
Identification of the project communications needs and constraints and description of the strategy to establish the appropriate network and manage information collection, distribution, progress reporting and record keeping;
Continual Improvement Framework:
The framework provides the governance structure and process for approval and promulgation of new or amended documents related to the NPMS.
Continual Improvement Process and a Continual Improvement Team:
Established to promote lessons learned and feedback from users to continually improve the NPMS methodology and the quality of its associated documentation.
Continual Improvement Team:
The Continual Improvement Team forms part of the continual improvement framework for National Project Management System (NPMS). The team provides a quality assurance role for the review, evaluation, amendment and continual improvement of national documentation. This team is comprised of representatives from each Region and Head Quarters.
Cost Management:
Includes the processes involved in planning, estimating, budgeting, and managing the costs so that the project can be completed within the approved or amended approved budget;
Design Manager:
The design manager assists the PM by coordinating the contracting and management of the design stages of the project. They are also responsible for the coordination of all quality control related processes. On smaller projects, an individual architectural or engineering specialist may be responsible for the same activities.
HR Management:
Identification of roles, responsibilities, accountabilities, skill sets, stakeholders authorities and description of the strategy relative to team development initiatives and partnering;
Financial Management:
Identification of the investment options, project funding and description of the strategy to manage the project finances within the approved funding parameters (including life-cycle costing issues, cash flow constraints and approval requirements);
Integrated Investment Planning (IIP):
Treasury Board's Integrated Investment Planning (IIP) process, underway since June 2007, supports departmental, horizontal and government-wide priorities, considers areas of highest risk, serves program outcomes and supports sustainable development.
Knowledge Areas:
Overview Documents that describe the ten knowledge areas in the context of ITSB way of doing business.
National Project Management System (NPMS):
The NPMS describes the basic minimum PSPC requirements that must be met throughout the project life cycle. It is supported by a comprehensive Web site providing the related procedures, practices, templates, technical guidance and reference materials. Project – a defined undertaking with a beginning and end to be executed to create a unique product or result.
NPMS Matrix:
A generic framework identifying the inputs, activities, and outputs expected at each phase of the NPMS for ten specific knowledge areas, including those defined in the Project Management Institute (PMI) 'Body of Knowledge';
NPMS Model:
The NPMS Model defines distinct control points that are linked to PSPC's project approval processes, and identifies critical deliverables required at each phase.
NPMS Roadmaps:
The roadmaps are guidance documents that identify the generic activities and tasks required in each stage and phase of the NPMS. Roadmaps are intended to provide flexibility to define requirements for various types of project to satisfy specific needs.
NPMS Web site:
The Web site provides on-line access to the requirements of the NPMS including the NPMS Model, Roadmaps, deliverable templates and technical guidance.
NPMS Reference Manuals:
The manuals were created to allow the NPMS users to print key areas of the NPMS Web site such as the NPMS model, the project plan, the continual improvement structure, and the roadmaps. Some of the templates are included in the manual; all of them are available from the Web site.
Project Charter:
In the context of NPMS, a Project Charter is a high-level agreement between the client department and PSPC that is intended to establish a framework for the implementation of a real property project. The intent of the charter is to obtain client and PSPC agreement on all the key parameters of the project (scope, time, and cost) and to confirm client commitment to expend client funds and PSPC resources in developing and/or delivering the defined project. For OGD-funded projects, it is to be used in conjunction with the Specific Service Agreement (SSA).
Project Plan:
The Project Plan (used in conjunction with a Project Charter) is the principal mechanism used by the PSPC Project Manager (PM) to formally define the goals and objectives of the project and to document its key functional, technical and administrative parameters throughout all stages of the National Project Management System (NPMS).
Project Leader (Client):
Is responsible for identifying project requirements (scope) and providing funding and overall project leadership. They are the principal contact between the client department and the project team. From a funding point of view, the OGD remains, throughout the project, the Project Leader as defined under TBS policy.
Project Manager (PSPC):
Is responsible to the client for the management of all activities related to the delivery of the project within established project requirements and budgets. The term Project Manager is used when referring to the PSPC function for the project, even when PSPC may opt to assign a Project Leader or other staff to support the delivery of the PSPC service provided to the OGD client.
Project Officer:
Provides support to the PM on larger projects or can fulfill a project management role on smaller projects.
Project Sponsor / Leader:
Represents the owner / investor for projects funded by PSPC. They are responsible to identify project requirements (scope) and to provide funding and overall leadership for the project. They are the principal contact between the client department and the project team. For projects not funded by PSPC (e.g., custodial departments) the client acts as the project sponsor.
Procurement Management:
Identification of the different types of contracted services (professional and technical services, architectural and engineering services and construction services) and product components required to produce the end product of the project and description of the strategy to solicit, acquire and coordinate those services and product components to meet the project objectives;
Quality Management:
Identification of the quality assurance and control process to ensure that the end product of the project will satisfy the needs for which it was intended;
Safety Management (construction related):
Identification of the health and safety considerations specific to the project and its location and description of the strategy to integrate and manage safety requirements into the planning, design and construction activities (including safety monitoring)
Risk Management:
Includes the processes concerned with conducting risk management planning, identification, analysis, responses, monitoring, and assigning risk on a project; consideration of the cost implications of risks are important in developing the project risk allowance as a tool to completing the project within the approved or amended approved budget;
Roadmaps:
Generic guidance documents for specific selected project strategies, composed of activities and tasks described by project stage and phase;
Scope Management:
Includes the processes required to ensure that the project contains all the work required, and only the work required, to complete the project successfully. Project scope management is primarily concerned with defining and managing what is and is not included in the project; the project scope should be managed so that any changes that could result in additional cost and/or time are identified early enough to either obtain additional funding and/or time, or else return to the original scope;
Specific Service Agreement (SSA):
An SSA is a written agreement between RPB and a client organization that defines the scope of work to be undertaken, terms and conditions for providing the services, and the basis for invoicing/payment. The SSA is negotiated between the OGD representative having authority and the RPB service provider authority.
Time Management:
Identification of project duration, milestones and activities and description of the strategy to manage the project timelines within the parameters of the project;
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