National Project Management System (NPMS) Directive for Business Projects - Information Technology (IT)-Enabled

1. Effective date

This directive takes effect in December 2010.

2. Context

In June 2007, Treasury Board Secretariat (TBS) approved the Policy on the Management of Projects. The requirements for meeting this policy are reflected in the departmental National Project Management System (NPMS) Policy. In order to meet these requirements as they apply to business projects that are IT-enabled, Public Services and Procurement Canada (PSPC) has established this departmental directive. This directive is to be implemented in conjunction with the National Project Management System (NPMS) Policy.

The purpose of this directive is to ensure that the NPMS methodology is applied to business projects - IT-enabled in order to establish and maintain efficient, effective and standardized management of projects. It provides clear direction on the use of project management principles and methodologies in order to manage risk to the Department. It ensures a common understanding amongst stakeholders of their roles, responsibilities and obligations with respect to project management. As well, it imposes specific responsibilities surrounding monitoring and compliance. This directive complies with related departmental and TBS policies and other applicable laws and regulations.

3. Directive Statement

It is the policy of Public Services and Procurement Canada to use the NPMS to ensure that all projects undertaken:

  • are planned, managed and delivered in a nationally consistent manner that is transparent with regard to scope, schedule and budget;
  • take into consideration the concept of best value;
  • are fully compliant with all applicable legislation, regulations and TBS policies.

4. Scope

This directive applies to all PSPC business projects - IT-enabled that meet any of the following criteria:

  • the project requires TBS approvals;
  • a new solution project with an estimated cost over $1 million;
  • a maintenance project with an estimated cost over $2 million.

Note:

  1. Projects that do not meet any of the criteria above are to apply the NPMS "Lite" procedure (Annex B - NPMS "Lite" Procedure).
  2. In the case of projects funded by other government departments (OGD) or agencies, the NPMS procedure for business projects - IT-enabled funded by OGDs and agencies (Annex D - IT-Enabled OGD Procedure) shall apply.
  3. For all projects, the NPMS principles remain applicable.
  4. All projects over $1million must complete a Project Complexity and Risk Assessment (PCRA).

5. Definitions

Business Line Owner (responsable du secteur d'activité)
is the group responsible for initiating and obtaining project approvals and implementing the project solution.
Business projects - IT-enabled (projets opérationnels appuyés par les TI)

are either:

  • 'New Solution' projects - which develop new solutions to achieve efficient and effective business processes and service delivery that are facilitated by IT, including replacement of an existing solution; some of these projects may transform business practices; or
  • Maintenance projects - which implement changes to existing products, results, services, applications or systems.
National Project Management System, NPMS (Système national de gestion de projet, SNGP)

prescribes the basic minimum PSPC requirements that must be met in the project life cycle, and is comprised of the following elements:

  • 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 - 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 - provides on-line access to the requirements of the NPMS including the NPMS Model, Roadmaps, deliverable templates and technical guidance;
  • Continuous Improvement Framework - provides the governance structure and process for approval and promulgation of new or amended documents related to the NPMS.
Project (projet)
is a defined undertaking with a beginning and an end to be executed to create a unique product or result.
Project Charter (arrêté de projet)
is a document issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities.
Project Complexity and Risk Assessment, PCRA (Évaluation de la complexité et des risques des projets, ECRP)
is a TBS assessment tool that rates the level of risk and complexity of individual projects across four levels by evaluating criteria in each of the following project knowledge areas: project characteristics, strategic management, contract or procurement characteristics, human resources, business, project management integration, engineering or technical components. Projects rated equal to or lower than our departmental delegation as established by the Organizational Project Management Capacity Assessment (OPMCA) will be within PSPC's mandate to approve. TB Ministers have the right to require any project, even if its PCRA is within PSPC's assessed departmental capacity, to be submitted to TBS for project approval.
Screening Tool for Business Projects - IT-enabled (Outil de sélection pour les projets opérationnels appuyés par les TI)
refers to a simplified PSPC application of the TBS Project Complexity and Risk Assessment tool. The screening tool applies "exception criteria" to maintenance projects valued at less than $1 million. Maintenance projects that meet certain criteria for high complexity, risk or sensitivity will be required to use the NPMS and apply the "Lite" project management rigour.
Service Estimate, SE (estimation des services, ES)
is produced in response to a request for service. The service estimate is used as the basis for the funding agreement.

6. Responsibilities and Accountabilities

  1. The Deputy Minister is responsible for:
    1. ensuring the Department conducts an accurate assessment of each project according to the TBS ARCHIVED - Standard for Project Complexity and Risk;
    2. reporting project management concerns to TBS in a timely manner;
    3. supporting continuous communication to project stakeholders with respect to their role, responsibilities and obligations on adherence to this directive;
    4. approving recommendations and modifications to this directive.
  2. The Chief Executive Officer, Information Technology Services Branch (ITSB), has department-wide responsibility for:
    1. developing and maintaining directives relating to the management of business projects - IT-enabled;
    2. developing and providing training to all PSPC employees;
    3. providing input to the NPMS Web site;
    4. adhering to the responsibilities and accountabilities outlined in section 6.3 of this directive.
  3. Branch / Agency Heads and Regional Directors General are responsible for:
    1. ensuring their employees are made aware of this directive, monitoring compliance within their Branch and addressing issues of non-compliance;
    2. ensuring application of the governance structure for carrying out PCRAs as per the NPMS process;
    3. reporting on project performance and risks to senior management.
  4. PWGSC/PSPC Employees involved in the management of projects are responsible for managing projects according to the NPMS departmental policy and this directive.

In those instances where PSPC Branches use project management delivery organizations to manage the IT elements of their business projects - IT-enabled, the responsibilities and accountabilities are defined as follows:

  • The Business Line Owner is responsible for:
    1. carrying out the function of the Project Director / Project Leader and for seeking and obtaining appropriate project approvals (preliminary or effective project approval) and providing project funding;
    2. clearly defining scope, funding and timing requirements in accordance with their own Branch governance.
  • ITSB is responsible for:
    1. carrying out the function of Project Manager for the technology component of the project.
    2. providing input to the Project Identification Stage as requested;
    3. delivering the scope of work as defined in the Project Charter agreement with the requesting Business Line Owner;
    4. informing the Client / Sponsor / Project Leader of any issues and changes in order to seek approvals in the event of changes in scope.

7. Procedure

Business projects, IT-enabled, as defined within the scope of this directive, are required to follow the guidance, and use the templates found within the NPMS Web site. The level of detail of project documentation and specific requirements for the various project types are described in the NPMS Roadmaps and are also found within the NPMS Web site.

The NPMS Model consists of three stages and nine phases, with defined deliverables and control points, as follows:

  • Project Inception Stage - provides a "go" or a "no-go" decision to proceed to a Statement of Requirements Approval (SoRA);
  • Project Identification Stage - provides a Preliminary Project Approval (PPA) and a decision on the delivery mechanism;
  • Project Delivery Stage - a transfer of the approved project objectives and requirements into full implementation of a final product.

Table 1, found in Annex A - Project Approval Bodies for NPMS Control Points, presents the delegated approval bodies for the NPMS Control Points defined for Business Projects - IT-enabled. The Preliminary Project Plan (PPP) shall be updated before each control point approval in the Identification Stage.

As defined within this directive, certain projects will have to undergo a PCRA. Details for the application of this assessment can be found in the PSPC PCRA Application Guide. Note that some projects will have undergone a PCRA upon identification in the Integrated Investment Plan; however, the PCRA must be reconfirmed or updated as per the procedures below.

7.1 Inception Stage

The purpose of the Inception Stage is to:

  • provide a forum for vetting proposals for business projects - IT-enabled to ensure that they are in keeping with PSPC IT portfolio strategies and to respond to these strategies in the most effective manner possible;
  • review proposed projects not in the Integrated Investment Plan that represent an opportunity and/or could be characterized as high profile due to visibility, cost or potential risk.

The Inception Stage consists of one phase:

  • Phase 1 - Definition Phase
    • Purpose: Identify the need or opportunity and assess the proposed project to ensure that the proposal (including opportunity) responds to established set of criteria that result in a go / no-go decision.
    • Deliverable: Statement of Requirements (SoR) / Carry out or update the PCRA.
    • Control Point: Statement of Requirements Approval (SoRA).

7.2 Identification Stage

The purpose of the Identification Stage is to:

  • ensure that a project submitted for a PPA has been adequately assessed and analyzed within the context of the relevant PWGSC/PSPC Branch program and represents the best investment solution;
  • assist PSPC's clients in identifying and developing the most appropriate projects for their departmental objectives and in support of the government agenda for IT.

The Identification Stage consists of four phases:

  • Phase 2 - Initiation Phase
    • Purpose: Provide an initial description of the goals, objectives, requirements (key parameters) and related issues sufficient to allow for a preliminary assessment on the merit and suitability of the project.
    • Deliverable: Preliminary Project Plan (PPP).
    • Control Point: Preliminary Project Plan Approval (PPPA).
  • Phase 3 - Feasibility Phase
    • Purpose: Develop the project requirements and provide the information base to evaluate the range of solutions meeting the project requirements.
    • Deliverable: Feasibility Report (FR).
    • Control Point: Feasibility Report Approval (FRA).

Note: Where business projects - IT-enabled are classed as "Lite", the feasibility assessment can be included in the Business Case document resulting in a single approval.

  • Phase 4 - Analysis Phase
    • Purpose: Identify and substantiate the optimum solution that will satisfy the project requirements, and the constraints. Establish the project budget, schedule, controls and evaluation criteria that will be put forward for the PPA.
    • Deliverables: Business Case & Project Charter (corresponds to the Investment Analysis Report deliverable shown in the NPMS Model) / Reconfirmed or updated PCRA.
    • Control Point: Preliminary Project Approval (PPA).
  • Phase 5 - Identification Close Out Phase
    • Purpose: Complete the project management activities required to complete the project identification stage.
    • Deliverable: Identification Close Out Document (ICOD).

7.3 Delivery Stage

The purpose of the Delivery Stage is to:

  • translate the approved project objectives and requirements into technical criteria to allow for detailed design and full implementation and transfer of the end product, as well as to formally close out the project.

The Delivery Stage consists of four phases:

  • Phase 6 - Planning Phase
    • Purpose: Initiate project startup activities and ensure that the project objectives and requirements provide sufficient detail to allow for the preparation of complete project instructions to the project team.
    • Deliverable: Project Management Plan (PMP).
    • Control Point: Project Management Plan Approval (PMPA).
  • Phase 7 - Design Phase
    • Purpose: Establish the project team, develop a design complying with the project objectives and requirements, and produce the approval documents required for Effective Project Approval (EPA).
    • Deliverable: Approval Document (Updated Business Case and Project Charter as well as a final product design) / Reconfirmed or updated PCRA.
    • Control Point: Effective Project Approval (EPA).
  • Phase 8 - Implementation Phase
    • Purpose: Convert the approved design into a product / technical / business process solution that meets the project objectives and requirements; and, release the product to operations in accordance with Branch / departmental IT service management processes and standards.
    • Deliverable: Technical Design Document (Project Turn Over, PTO).
    • Control Point: Turn Over Approval (TOA).
  • Phase 9 - Close Out Phase
    • Purpose: Complete the project management activities related to the delivery stage and provide an assessment of project performance against the project objectives and requirements.
    • Deliverable: Close Out Document (COD) - includes a Post Implementation Review.
    • Control Point: Close Out Document Approval (CODA).

8. References

Treasury Board Secretariat Publications

  • Policy on Investment Planning - Assets and Acquired Services;
  • Policy on the Management of Projects.

PSPC Publication

  • PSPC Project Risk and Complexity Assessment Manual

Other Publications

  • Delegation of Authorities intranet site;
  • National Project Management System Web site.

9. Enquiries

Director General, Project Delivery Office
Information Technology Services Branch
Telephone: 819-956-8283

François Guimont
Deputy Minister and
Deputy Receiver General for Canada

Annex A: PSPC Project Approval Bodies for NPMS Control Points

This table delineates approval bodies for the NPMS control points (non-financial). For financial project approvals at the Preliminary Project Approval (PPA) or Effective Project Approval (EPA) control points, refer to Schedule 1, Delegation of Authorities This link is available only to clients with access to mySource, the PWGSC/PSPC intranet. and most recent administrative restrictions.

For projects carried out for and funded by other government departments (OGDs), NPMS practices are to be applied in keeping with client approvals and governance, as per the OGD procedure in Annex D - IT-Enabled OGD Procedure of this directive.

Table 1: Project Approval Bodies for PSPC Business Projects - IT - Enabled - FULL

Note: Who approves at a given control point will be determined by who will own the final product, who delivers the project, and the project's size, complexity and risk

Table Summary

The table presents the delegated Approval Bodies for the NPMS « Full » version Control Points defined for IT-enabled business projects if the project meets any of the following criteria: the project requires TBS approvals; it is a new solution project with an estimated cost over 1 Million; it is a maintenance project with an estimated cost over 2 Million.

NPMS Phase NPMS Control Points PSPC Approval Body
Project Inception Stage
Definition Phase Statement of Requirements Approval (SoRA)

Project Complexity and Risk Assessment (PCRA)

  • Director General, Business Line
Project Identification Stage
Initiation Phase Preliminary Project Plan Approval (PPPA)
  • Director, Business Line
  • ITSB - Client Executive (CE) consulted
Feasibility Phase Feasibility Report Approval (FRA)
  • Director, Business Line
  • ITSB - CE is engaged
Analysis Phase Preliminary Project Approval (PPA)

PCRA

  • Director General, Business Line
  • Director General, Delivery Organization
  • Appropriate Branch / Office Investment Planning
  • TBS, if this is in excess of PSPC's delegated authority

Note:

  1. TB submission proposals and background information must be reviewed by the Business Operations Committee (BOC), which recommends proceeding. The TB Submissions Review Committee provides quality control for submissions in support of BOC. For more on BOC: PSPC Governance Committees: Overview
  2. See Delegation of authorities This link is available only to clients with access to mySource, the PWGSC/PSPC intranet.
Project Delivery Stage
Planning Phase Project Management Plan Approval (PMPA)
  • Project Director, Business Line
  • Project Manager, Delivery Organization (Person accountable for the daily management of the project)
Design Phase Effective Project Approval (EPA)

PCRA

  • Director General, Business Line
  • Director General, Delivery Organization
  • Appropriate Branch / Departmental Investment Group
  • TBS if this is in excess of PSPC's delegated authority
Implementation Phase Turn Over Approval (TOA)
  • Director General or Functional Director, Business Line
  • Recommendation from the Project Director:
  1. The Delivery Organization Project Manager is responsible for managing the IT operational approvals.
  2. See Delegation of authorities This link is available only to clients with access to mySource, the PWGSC/PSPC intranet.
Delivery Close Out Phase Close Out Document Approval (CODA) Project Director, Business Line
Note: An Agreement must either be produced or an existing agreement must be amended to ensure that the product and services produced by the project are supported subsequent to project Close Out.

Annex B: NPMS "Lite" Procedure

This NPMS "Lite" procedure presents a simplified version of the NPMS process and deliverables.

The NPMS Web site roadmaps and technical guidance should still be referenced in developing and delivering projects under this NPMS "Lite" procedure. This procedure is directed for use by PSPC staff developing and implementing PSPC-funded business projects that are IT-enabled.

For projects carried out for and funded by other government departments (OGD), NPMS practices are to be applied in keeping with client approvals and governance, as per the OGD procedure (Annex D - IT-Enabled OGD Procedure).

NPMS "Lite" Minimum Business Projects - IT-Enabled Deliverables

Business projects - IT-enabled will produce, as a minimum, the following deliverables:

  • a Statement of Requirements (SOR);
  • a Preliminary Project Plan (PPP) (some appendices may be optional based on project purpose size and complexity);
  • an abbreviated Business Case;
  • an abbreviated Project Charter;
  • an abbreviated Close Out Document (COD);
  • a Status Report for Senior Management produced at an interval to be defined in the Preliminary Project Plan (PPP);
  • All projects over $1 million must complete a Project Complexity and Risk Assessment (PCRA).

Business Projects - IT-Enabled Full Vs. "Lite" Procedures - Screening Criteria

The following projects must follow the NPMS "Lite" procedures:

  • a new solutions project estimated at less than $1 million;
  • a maintenance project estimated between $1 million and $2 million;
  • a maintenance project estimated at less than $1 million that meets one or more criteria in the Screening Tool.

Table 2: Project Approval Bodies for Business Projects - IT-Enabled "Lite"

Note: Who approves at a given control point will be determined by who will own the final product and who delivers the project.

Table Summary

The table presents the delegated Approval Bodies for the NPMS Lite Version Control Points defined for IT-enabled business projects that respond to one of the following criteria: a new solutions project estimated at less than $1 million; a maintenance project estimated between $1 million and $2 million; a maintenance project estimated at less than $1 million that meets one or more criteria in the Screening Tool.

NPMS Phase NPMS Control Points PSPC Approval Body
Project Inception Stage
Definition Phase Statement of Requirements Approval (SoRA)
  • Director from the responsible Business Line
Project Identification Stage
Initiation Phase Preliminary Project Plan Approval (PPPA): simplified formats are acceptable
  • Manager within the responsible Business Line / Service Line
  • ITSB Client Executive consulted
Feasibility / Analysis Phase

Preliminary Project Approval (PPA)

Note: Business Case and Feasibility Report are combined in one document; Abbreviated Project Charter is mandatory.

  • Business Line Director
  • Director from Delivery Organization
  • Appropriate Departmental / Branch Investment Group
  • ITSB Client Executive is engaged
Project Delivery Stage

Annex C: NPMS Compliance Checklist for Business Projects IT-Enabled

Stage 1 – Project Inception

Definition Phase
Statement of Requirements Approval (SoRA)
Date:
Approved by:Footnote 1

Project Complexity and Risk Assessment (PCRA)
Date:
Approved by:

Stage 2 – Project Identification

Initiation Phase
Preliminary Project Plan Approval (PPPA)
Date:
Approved by:Footnote 1

Feasibility Phase
Feasibility Report Approval (FRA)
Date:
Approved by:Footnote 1

Analysis Phase
Completion of Business Case
Date:
Approved by:Footnote 1

Preparation of Project Charter
Date:
Approved by:Footnote 1

Project Complexity and Risk Assessment (PCRA)
Date:
Approved by:

Preliminary Project Approval (PPA)
Date:
Approved by:Footnote 1

Stage 3 – Project Delivery

Planning Phase
Project Management Plan Approval (PMPA)
Date:
Approved by:Footnote 1

Design Phase
Completion of Design
(Note: This includes Updated Business Case, Updated Charter and the Solution Design technical documents)
Date:
Approved by:Footnote 1

Project Complexity and Risk Assessment (PCRA)
Date:
Approved by:

Effective Project Approval (EPA)
Date:
Approved by:Footnote 1

Implementation Phase
Turn Over Approval (TOA) / Client Acceptance
Date:
Approved by:Footnote 1

Delivery / Close Out Phase
Close Out Document Approval (CODA)
Date:
Approved by:Footnote 1

Footnote

Footnote 1

Return to footnote referrer 1

Refer to Annex A - Project Approval Bodies for NPMS Control Points (for NPMS Full) or Annex B - NPMS "Lite" Procedure (for NPMS "Lite") of this directive for approval authorities.

Annex D: NPMS Procedure for Business Projects IT-Enabled Funded by Other Government Departments (OGD) and Agencies

1. Application

This procedure applies to projects carried out by Public Services and Procurement Canada (PSPC) information technology (IT) project delivery organizations on behalf of and funded by OGDs and agencies, which are, therefore, responsible for project approvals. NPMS practices are to be applied in keeping with client approvals and governance. For projects which have an estimated cost under $1 million and are considered low risk / low complexity by the OGD, simplified templates, consistent with NPMS principles, can be used.

The following processes, in conjunction with the deliverable templates and knowledge area technical guidance found on the NPMS Web site, should be referenced in developing and delivering projects under this procedure. Projects, as defined within the scope of this procedure, are required to comply, at a minimum, with the following processes when entering into agreements and delivering OGD-funded projects. Simplified templates, consistent with NPMS principles, of the Project Charter and Project Management Plan (PMP) can be used for projects where the cost is less than $1 million in value. Projects can provide an increased degree of rigour where it is so requested by the client department. The assessment of the complexity, risk or sensitivity of the project's intended purpose will determine the rigour.

The mandatory Project Management deliverables for OGD work are as follows:

  • a Project Charter and Project Schedule (including updates);
  • a PMP (whose content may vary depending on size, complexity, risk and intended purpose of the project);
  • a Close Out Document (COD) which includes Lessons Learned.
  1. Preparation of Agreement and Project Charter

    The project life cycle begins when an external organization submits a request for service to a PSPC Branch responsible for project delivery. A client executive or client relationship manager responds to the request, raising a Service Estimate (SE) in consultation with the project delivery organization's subject matter experts.

    Before the project delivery organization commences work, an Agreement (Memorandum of Understanding - MOU), Letter of Intent - LOI, etc.) and Project Charter are to be established and approved between the Client and the PSPC delivery organization to confirm project objectives, scope, timing, and funding as well as establish their respective roles and responsibilities for the delivery of the project, based upon these preliminary documents.

    Note: The Agreement and Project Charter should be reviewed with the accountable Senior Project Manager.

    The OGD Senior Management representative, as the client authority and appropriate project delivery organization Senior Management, must sign the Service Agreement and Project Charter, confirming client commitment to funding. (See: Delegation of Authorities intranet site).

    The Project Charter must be annexed to the Agreement in order to confirm client commitment to expend client funds on the project and to confirm the availability of PSPC resources to develop and deliver the defined project. The Project Charter is also intended to confirm understanding and agreement related to project goals and objectives, guiding principles, roles and responsibilities, and an issue resolution process.

    Before entering into the Agreement and finalizing the Project Charter, the project scope, funding and schedule objectives are to be reviewed and confirmed by the Project Manager. See Annex D, appendix A, for a checklist of requirements.

  2. Preparation of Project Management Plan (PMP)

    The PSPC Project Manager reviews previous decisions and plans made by the client in order to understand the project requirements, and confirms that the project can be undertaken in accordance with project goals and objectives. The client may have defined these in a Business Requirements document.

    The PSPC Project Manager prepares a PMP for work to be undertaken by PSPC. This could include procurement of services.

    A Transition Plan is prepared to support the turn-over to operations.

    The PSPC Project Manager updates the documents associated with the PMP as the project develops and decisions are made. (e.g. the schedule, budget, risk log etc.)

  3. Delivery of Project

    The project and technical teams execute project activities in accordance with the agreed project scope as per the Agreement and Project Charter. The project team ensures that all relevant contracting procedures are followed as applicable (see NPMS Knowledge Area - Procurement). The Project Manager must ensure that project deliverables and activities are reviewed for quality and accuracy (see NPMS Knowledge Area - Quality Management).

    A Transition Plan is implemented to support the turn-over of applications to client operations or to support the steps required to transition the services to the in-service organization.

  4. Project Close Out

    The Project Close Out Document (COD) is prepared and approved. This document, which must include a Lessons Learned Report, is forwarded to the appropriate NPMS Continuous Improvement Team representative.

    A Service Level Agreement (SLA) may be produced or an existing agreement may be amended to ensure that the product and services produced by the project are supported subsequent to project Close Out.

    The Project Manager ensures that the project is administratively closed, including the completion of all contract administration activities and the archiving of these records in accordance with the PMP.

    The Project Manager gathers and obtain client feedback.

2. Accountability

OGDs and agencies using PSPC project delivery organizations to manage the IT elements of their IT-enabled projects:

  • carry out the function of the Project Sponsor and Client Authority and are responsible for seeking and obtaining appropriate project approvals (Preliminary Project Approval, PPA and Effective Project Approval, EPA) and for providing project funding;
  • in accordance with their own departmental governance, are responsible for activities that are carried out, and are equivalent to the NPMS project Inception and Identification Stages, to clearly define scope, funding and timing of the project. PSPC can be engaged to assist with these activities, including approval of any major changes to scope, timing or budget for the project.

PWGSC/PSPC:

  • carries out the function of the Project Manager, and provides input to Project Identification Stage (as requested) for the technology component of the project;
  • is responsible for delivering the scope of work as defined in the Project Charter agreement with the requesting OGD;
  • is the principal contact with the Client Authority and / or Client Project Manager;
  • acts as the Client Relationship Manager (CRM) by being the principal contact between the service organization and the client organization. The CRM is responsible for conducting service estimates, negotiating agreements, marketing services and products, improving the quality of service delivery and ensuring customer satisfaction;
  • performs the day-to-day management of the project, including management of project team members, for the technology component of the project;
  • in accordance with departmental delegations, approves project payments to external contracted services and performs quality assurance and acceptance of contracted work;
  • informs OGD client Project Leader of any issues and changes in order to seek approvals in the event of changes in scope.

Annex D - Appendix A: Agreement / Project Charter Checklist

This checklist is to be completed by the Project Manager before entering into an Agreement, confirming understanding of the project scope. Completed checklist is to be kept in the project files.

Client Approvals

Highest Project Approval Obtained

  • Preliminary Project Approval (PPA)
    Date:
    Amount:
  • Effective Project Approval (EPA)
    Date:
    Amount:
  • Other
    Date:
    Amount:

Project Scope Definition

  • Clear roles and responsibilities established for all parties involved, including linkages and dependencies
  • Project objectives and requirements provide sufficient detail to allow for the preparation of project instructions, appropriate for the development of the project i.e. Scope sufficiently defined by the requesting department to ensure adequate definition of project scope, time and cost objectives, critical success factors, assumptions and constraints
  • Project cost objectives reviewed and adequate resources allowed for within the project funding provided in the Agreement and Project Charter
  • Project schedule / timing objectives reviewed and considered to be adequate within the project objectives agreed to in the Agreement and Project Charter agreements

PSPC project delivery organization resources necessary to deliver project

  • PSPC project resource requirements reviewed and confirmed to be adequately available to meet the project objectives including:
    • Funding for the PSPC resources allowed for in the Agreement
    • PSPC resources available
  • Contracting arrangements necessary to deliver the project confirmed

Project Manager:

Date Signed: