National Project Management System Directive for Real Property projects
On this page
- 1. Effective date
- 2. Authority
- 3. Context
- 4. Scope
- 5. Purpose
- 6. Directive requirements
- 7. Responsibilities and accountabilities
- 8. Definitions
- 9. References
- 10. Attachments
- 11. Enquiries
1. Effective date
November 18, 2019
2. Authority
This directive is issued under the authority of the Director General, Service Lead, Project Management, Real Property Services (RPS), Public Services and Procurement Canada (PSPC).
3. Context
This directive is pursuant to the Treasury Board (TB) Directive on the Management of Projects and Programmes (2019) and should be read in conjunction with the departmental Policy on the National Project Management System (NPMS) as they apply specifically to real property projects.This directive complies with related departmental and TB policies and other applicable laws and regulations.
4. Scope
This directive applies to all PSPC employees involved in the management of real property projects. For all projects, the principles of the National Project Management System (page available on Government of Canada network only) methodology remain applicable.
5. Purpose
The purpose of this directive is to ensure that the NPMS methodology is applied to all real property projects (PSPC and/or other government department projects) in order to establish and maintain the efficient, effective, and standardized management of projects. The objective of this directive is to provide 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.
The expected results are that all projects:
- are planned, managed, and delivered in a nationally consistent manner that is transparent with regards to scope, schedule, and budget
- employ the concept of best value to the Crown
- are fully compliant with all applicable legislation, regulations, and TB policies
- are fully compliant with the project approval bodies for PSPC asset and space projects, as outlined in Annex A—project approval bodies for National Project Management System full, lite, and ultra lite control points (asset and space projects)
- are fully compliant with specific requirements and project approval bodies for other government department and tenant service projects, as outlined in Annex B—Process for tenant service projects and projects funded by other government departments
6. Directive requirements
PSPC employees involved in the management of real property projects are required to follow the guidance and use the deliverables templates defined and referred to within the NPMS website in addition to the NPMS real property project thresholds matrix for direction on which deliverables are required. The level of detail of project documentation and specific requirements for the various project types are described in the NPMS roadmaps.
The NPMS Model consists of three stages and nine phases, with defined deliverables and control points. The three stages are as follows:
- The project inception stage provides a "go" or a "no-go" decision to proceed with the project and moves forward with an approved statement of requirements
- The project identification stage provides a project approval and an expenditure authority for planning and design and a decision on the delivery mechanism for the project. The expenditure authority for planning, design and implementation may be granted at this stage when substantive estimates are provided
- The project delivery stage is a transfer of the approved project objectives and requirements into full implementation of a final product. This is the stage where the expenditure authority for implementation is granted
Table 1 in Annex A, section 1, presents the delegated approval bodies for the NPMS full control points defined for asset projects greater than $5 million in total value, and space projects greater 5,000 m2 rentable. The project plan shall be updated before each control point approval.
As defined within this directive certain projects shall undergo a Project Complexity and Risk Assessment (PCRA). Details for the application of this assessment can be found in the PSPC PCRA Manual referenced at the end of this document. 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 direction provided below.
6.1 Inception stage
The inception stage of a project provides a forum of vetting real property proposals through the statement of requirements approval to ensure that they are in keeping with PSPC real property portfolio management strategies and respond in the most effective manner possible. The inception stage is also intended to review proposed projects that represent an opportunity and have not been previously identified on any existing plan and/or could be characterized as high profile due to potential risk.
6.1.1 Definition phase
During this phase, 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.
Key requirements during this phase:
- Deliverable: statement of requirements (SoR)
- Control point: statement of requirements approval (SoRA)
6.2 Identification stage
This stage ensures projects submitted for project approval have been adequately assessed and analyzed within the context of the PSPC Accommodation and Real Property Services Program and represent the best investment solution.
This stage also involves assisting our custodian clients in identifying and developing the most appropriate projects in support of their departmental objectives and the government agenda for real property.
6.2.1 Initiation phase
During this phase, analyze the statement of requirements and use this to provide an initial description of the goals, objectives, requirements (key parameters) and related issues in sufficient detail to allow for a preliminary assessment on the merit and suitability of the project.
Key requirements during this phase:
- Deliverable: preliminary project plan (PPP)
- Control point: preliminary project plan approval (PPPA)
6.2.2 Feasibility phase
During this phase, develop the project requirements and identify a range of solutions that meet those requirements.
Key requirements during this phase:
- Deliverable: feasibility report (FR)
- Control point: feasibility report approval (FRA)
6.2.3 Analysis phase
During this phase:
- examine and evaluate the viable options identified in the feasibility phase to arrive at the best solution that will satisfy the project requirements and constraints
- establish the project budget, schedule, controls, and evaluation criteria that will be put forward for project approval
Key requirements during this phase:
- Deliverable: investment analysis report (IAR) / Carry out or update the Project Complexity and Risk Assessment (PCRA)
- Control point: project approval (PA) and expenditure authority (EA) for planning and design
Note
In the case of a lease project that will result in the addition of a new building (example: build to lease and lease purchase), a PA and an EA are required to run the procurement process, followed by another EA once the procurement/solicitation of offers process is complete.
6.2.4 Identification close out phase
During this phase, ensure an appropriate level of assessment, reporting, evaluation, handover exchange, and administrative closure has taken place to provide enough detail to proceed to the delivery stage.
Key requirement for this phase:
- Deliverable: Identification close out document (ICOD)
6.3 Delivery stage
This stage translates the approved project objectives and requirements into technical criteria, allowing for detailed design and full implementation of the product.
6.3.1 Planning phase
During this phase:
- initiate project start-up activities
- ensure that the project objectives and requirements provide sufficient detail to allow for the preparation of complete project instruction to the project team
- in the case of a lease project, include the acquisition of the lease space
- create the project management plan
Key requirements for this phase:
- Deliverable: project management plan (PMP)
- Control point: project management plan approval (PMPA) / confirmed project approval (PA)
Note
- Confirmation that PA is still correct and doesn’t need to be amended is required
- For lease projects, the planning phase includes recommending the lease contract award
- Space projects where the output of the identification stage is a lease/contract with no fit-up will have no NPMS control points in the delivery stage
6.3.2 Design phase
During this phase:
- establish the project design team
- develop a design complying with the project objectives and requirements
- revise the investment analysis report required for expenditure authority
Key requirements for this phase:
- Deliverable: approval document (AD) / reconfirm or update the Project Complexity and Risk Assessment (PCRA)
- Control point: expenditure authority / amended project approval if required
Note for lease projects
- The design phase includes obtaining lease contract approval (LCA)
- For an existing facility, the project approval control point includes a full expenditure authority to implement, therefore a second EA is not required. The PA is to be reaffirmed in light of the fit-up estimates developed in this phase. Should project parameters have changed (i.e. project cost), an amended PA will be sought during this phase
- In the case of a lease project that will result in the addition of a new building (example: build to lease and lease purchase), a PA and an EA are required to run the procurement process, followed by another EA once the procurement/solicitation of offers process is complete
- In the event where the PA is amended, the PCRA must be reconfirmed or updated
6.3.3 Implementation phase
During this phase, translate the approved design solution into procurement documentation to acquire and deliver the product that meets the project objectives and requirements.
Key requirements for this phase:
- Deliverable: project turn-over (PTO)
- Control point: turn-over approval (TOA)
6.3.4 Close out phase
During this phase:
- complete the project management activities related to the delivery stage
- provide an assessment of project performance against the project objectives and requirements
Key requirements for this phase:
- Deliverable: close out document (COD)
- Control point: close out document approval (CODA)
7. Responsibilities and accountabilities
The Director General, Service Lead, Project Management, is responsible for developing training on the NPMS processes as they relate to this directive.
Other Service Leads and Regional Directors General are responsible for ensuring their employees are made aware of this directive, monitoring conformance within his or her region and/or sector, and addressing issues of non-conformance; and ensuring application of the Integrated Investment Plan governance structure for carrying out project complexity and risk assessments, as per the NPMS process.
Note
The roles and responsibilities outlined below describe a function/role and not a job title.
PSPC project leader (chef de projet SPAC): The project leader represents the interests of the Real Property Services or the key sponsor on the project team. The project leader is accountable for all aspects of the project and is responsible for leading the project through the entire NPMS lifecycle, from the inception stage to the delivery stage close-out, seeking approval and funding to implement the project, and overall leadership of the project team. This role includes on-going monitoring of the project to ensure it is within funding approval levels.
PSPC project manager (gestionnaire de projet SPAC): The project manager is responsible for carrying out the detailed day-to-day management of project activities. The project manager acts as the single point of contact to all stakeholders during project delivery and manages delivery stage activities of the project in accordance with the NPMS.
PSPC employees involved in the management of real property projects are responsible for ensuring that projects are managed in a manner that is consistent with the assessed level of complexity and risk, as outlined within this directive, its annexes, and the associated National Project Management System (NPMS) Policy.
8. Definitions
- Asset project (projet relatif aux biens):
- A project where the primary driver is the need to build, upgrade or replace an existing real property asset and/or its components. An asset project is not an ongoing and repetitive activity such as yearly maintenance work required to keep the asset operational. Examples of possible solutions for an asset project are:
- renovation
- major repair (such as a chiller replacement for example)
- demolition
- remediation installation of new building systems
- bringing the asset into regulatory or policy conformance
- Continual Improvement Framework (Cadre d'amélioration continue):
- This provides the governance structure and the process for approval and promulgation of new or amended documents related to the NPMS.
- National Project Management System (NPMS) (Système national de gestion de projet, SNGP):
- The NPMS prescribes the minimum PSPC requirements that must be met during a project life cycle and is comprised of the following elements:
- 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 define more detailed requirements for various types of projects
- NPMS website: the website provides on-line access to the requirements of the NPMS including the NPMS Model, roadmaps, deliverable templates, and technical guidance
- NPMS conformance (respect du SNGP):
- The demonstration of the completion and approval of NPMS control points and other required documents as defined in the NPMS conformance process. For investment board submissions, the Identification close out document addresses the requirements for NPMS conformance.
- NPMS control point (point de vérification du SNGP):
- An approval point of a specific NPMS deliverable within a project phase.
- NPMS deliverable (produit livrable du SNGP):
- A specific document to be completed as a requirement within a project phase.
- NPMS full (SNGP « complet »):
- A process for real property projects that must follow a nine-phased, three-stage NPMS methodology with mandatory completion of certain prescribed templates. For asset, other government department (OGD) and tenant service projects, the threshold is for projects over $5 million (GST/HST included, client costs excluded). For space projects, the threshold is for projects over 5,000 m2 rentable space.
- NPMS lite (SNGP « allégé »):
- A process for real property projects that are required to follow the NPMS methodology with certain simplified templates and a reduced number of control points. For asset, OGD and tenant service projects, the threshold is for projects over $1 million and under $5 million (GST/HST included, client costs excluded). For space projects, the threshold is for projects under 5,000 m2 rentable space, and over $1 million (GST/HST included, client costs excluded).
- NPMS ultra lite (SNGP « ultra léger »):
- A process for low-risk, low complexity real property projects under the threshold of $1 million but over $250K (GST/HST included, client costs excluded), representing a further-streamlined process than the NPMS lite. There are no NPMS process requirements for projects less than $250K.
- Other government department (OGD) project (projet financé par d'autres ministères):
- A project to meet an OGD need with an asset for which an OGD is the custodian. The OGD is responsible for funding and project approvals.
- Organizational Project Management Capacity Assessment (OPMCA) (Évaluation de la capacité organisationelle de gestion de projet):
- An evidence-based demonstration of the capacity that a department or agency has to manage its planned portfolio of projects
- Project (projet):
- A defined undertaking with a beginning and an end to be executed to create a unique product or result.
- Project charter (arrêté de projet):
- 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 project. The intent of the charter is to document all of 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 Complexity and Risk Assessment (PCRA) (Évaluation de la complexité et des risques des projets, ECRP):
- A TB 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
- technical components
- Project management plan (plan de gestion de projet):
- The project management plan (used in conjunction with a project charter) is the principal mechanism used by the PSPC project manager 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 NPMS.
- Real property projects (projets immobiliers):
- These include all real property asset acquisitions or improvements, including entering into a lease, fit-up of accommodation space, construction, renovation and remediation of a built-work (building, bridge, dam, road, etc.) or Crown-owned land. They are deemed to include wharves, breakwaters, demolition, disposal and maintenance projects or any project activity related to real property assets or space.
- Space project (projet relatif aux locaux):
- A project where the primary driver is the need for accommodation space provided through the provision (acquisition or construction) and/or modification of interior/exterior space. Examples of possible solutions for a space project are:
- lease
- lease-purchase, purchase or construction of new space
- space within or additions to an existing PSPC Crown-owned building
- space optimization
- fit-up or refit
- Specific service agreement [SSA] (convention particulière de services (CPS)):
- An SSA is a written agreement between PSPC 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 real property service provider authority.
- Tenant service project (projet de services aux locataires):
- A project where services are requested by a tenant in PSPC-administered space. The OGD is responsible for funding and project approvals.
9. References
Treasury Board publications
Public Services and Procurement Canada publications
- Policy on the National Project Management System (page available on Government of Canada network only)
- Project Complexity and Risk Assessment Manual
- National Project Management System real property projects thresholds matrix
- Identification close out document
- Real Property AuthoritiesFootnote 3
Other
10. Attachments
11. Enquiries
Please direct enquiries about this directive to the NPMS generic mailbox: tpsgc.sngp-npms.pwgsc@tpsgc-pwgsc.gc.ca.
Annex A—Project approval bodies for National Project Management System full, lite, and ultra lite control points (asset and space projects)
1. Project approval bodies for National Project Management System full control points
The tables below delineates approval bodies for the National Project Management System (NPMS) full control points. For financial project approvals at project approval (PA) or expenditure authority (EA) control points, refer to Schedule 2 of the Real Property AuthoritiesFootnote 3 and most recent administrative restrictions.
Note
While authorities for each deliverable may, in some cases, be delegated to other organizational levels, it is the responsibility of the given approval authority to provide in writing a notification of this sub-delegation, and the person responsible for that NPMS deliverable to keep this documented in the project files. In addition, any revised/amended deliverable needs to be approved by the appropriate level of authority as per the NPMS Directive for Real Property Projects as in some cases, the approval body may not be the same as the one of the original document because of changes made to the project (e.g. project costs or PCRA level have increased).
| NPMS phase | NPMS control points | PSPC approval body |
|---|---|---|
| Project inception stage | ||
| Definition phase | Statement of requirements approval (SoRA) and, for space projects, Client Accommodation Requirements Questionnaire (CARQ) |
|
| Project identification stage | ||
| Initiation phase | Preliminary project plan approval (PPPA) |
|
| Feasibility phase | Feasibility report approval (FRA) |
|
| Analysis phase | Project approval (PA) and expenditure authority (EA)Footnote 1
Project Complexity and Risk Assessment (PCRA) For space projects where fit-up is required, Project charter |
|
| Project delivery stage | ||
| Planning phase | Full project management plan (F-PMP) approval /Confirmed project approval (PA) For space projects where fit-up is required, specific service agreement (SSA) |
|
| Design phase | Expenditure authority (EA)/Amended project approval if required PCRA if required. |
|
| Implementation phase | Turn over approval (TOA): Interim Certificate of Completion of Lessee's Improvements or Certificate of Substantial Performance |
|
| Delivery close out phase | Close out document approval (CODA) |
|
2. Project approval bodies for National Project Management System lite control points
For all real property projects, principles of the National Project Management System (page available on Government of Canada network only) remain applicable; however the extent of documentation will vary depending upon a number of factors, including the project type, size and complexity, and sensitivity of the project. This NPMS lite process defines simplifications to the NPMS process and deliverables, while still respecting NPMS principles as it applies to asset and space projects falling under the thresholds, as defined in the National Project Management System (NPMS) Policy and this directive.
If the project manager is engaged to complete activities to clarify delivery project scope, this must be communicated by the project leader in writing. In all cases, the project manager must validate that the information required to undertake the project is documented, before starting the delivery of the project.
The tables below delineate approval bodies for the NPMS lite control points. For financial project approvals at project approval or expenditure authority control points, refer to Schedule 2 of the Real Property AuthoritiesFootnote 3 and most recent administrative restrictions.
Note - #2
While authorities for each deliverable may, in some cases, be delegated to other organizational levels, it is the responsibility of the given approval authority to provide in writing a notification of this sub-delegation and the person responsible for that NPMS deliverable to keep this documented in the project files. In addition, any revised/amended deliverable needs to be approved by the appropriate level of authority as per the NPMS Directive for Real Property Projects as in some cases, the approval body may not be the same as the one of the original document because of changes made to the project (e.g. project costs or PCRA level have increased).
| NPMS phase | NPMS control points | PSPC approval body |
|---|---|---|
| Project inception stage | ||
| Definition phase | Signed Client Accommodation Requirements Questionnaire (CARQ) and Statement of requirements approval (SoRA) |
|
| Project identification stage | ||
| Initiation phase | Simplified preliminary project plan (S-PPP) approval |
|
| Feasibility phase and analysis phase | Project approval (PA) and expenditure authority (EA) PCRA if required Project charter where fit-up is required |
Refer to Schedule 2, Real Property AuthoritiesFootnote 3.
|
| Project delivery stage | ||
| Planning phase | Intermediate project management plan (I-PMP) approval Where fit-up is required, specific service agreement (SSA) |
|
| Design phase | Expenditure authority (EA) / Amended project approval if required PCRA if required |
|
| Implementation phase | Turn over approval (TOA): Interim Certificate of Completion of Lessee's Improvements or Certificate of Substantial Performance |
|
| Delivery close out phase | Close out document approval (CODA) |
|
| NPMS phase | NPMS control point | PSPC approval body |
|---|---|---|
| Project inception stage | ||
| Definition phase | Recommended Building Management Plan (BMP) project listing, or Simplified statement of requirements (S-SOR) approval. |
|
| Project identification stage | ||
| Initiation phase | Simplified preliminary project plan (S-PPP) approval |
|
| Feasibility phase / Analysis phase | Project approval (PA) and expenditure authority (EA) |
|
Project delivery stage. When deemed appropriate by the funding authority, expenditure authority may also be provided concurrently with Project Approval as per Schedule 2, Real Property AuthoritiesFootnote 3. |
||
| Planning phase | Intermediate project management plan (I-PMP) approval |
|
| Design phase | Expenditure authority (EA) |
|
| Implementation phase | Turn-over approval (TOA): Certificate of Substantial Performance | Project Manager (the person who delivers the project) |
| Delivery close out phase | Close out document approval (CODA) |
|
3. Project approval bodies for National Project Management System ultra lite control points
For all real property projects, principles of the National Project Management System (page available on Government of Canada network only) remain applicable, however the extent and nature of documentation required will vary depending upon a number of factors including the project type, size and complexity, and sensitivity of the project. This NPMS ultra lite process is for projects greater than $250K and less than $1M that are low risk and low complexity, and is streamlined for projects by requiring fewer deliverables and with simplified requirements. It also allows the use of existing deliverables from outside of NPMS and defines when additional requirements exist.
A low risk and low complexity project that follows the NPMS Ultra Lite process must be anticipated to have the following characteristics:
- an endeavour with low risk to human health and safety
- have no public, aboriginal, political, or environmental sensitivity locally, regionally, or nationally
- have low heritage impact
If the project manager is to be engaged to prepare deliverables and provide details regarding project scope, budget, timelines and potential risks, this must be communicated by the project leader in writing.
The tables below delineate approval bodies for the NPMS ultra lite control points. For financial project approvals at project approval or expenditure authority control points, refer to Schedule 2 of the Real Property AuthoritiesFootnote 3 and most recent administrative restrictions.
Note - #3
While authorities for each deliverable may, in some cases, be delegated to other organizational levels, it is the responsibility of the given approval authority to provide in writing a notification of this sub-delegation and the person responsible for that NPMS deliverable to keep this documented in the project files. In addition, any revised/amended deliverable needs to be approved at the same level of authority as is required by the original document.
| NPMS phase | NPMS control point | PSPC approval body |
|---|---|---|
| Project inception stage | ||
| Definition phase | Signed Client Accommodation Requirements Questionnaire (CARQ) and Statement of requirements approval (SoRA) |
|
| Project identification stage | ||
| Initiation phase | Simplified preliminary project plan (S-PPP) approval |
|
| Feasibility phase / Analysis phase | Project approval (PA) and expenditure authority (EA) Project charter where fit-up is required. |
|
| Project delivery stage | ||
| Planning phase | Simplified project management plan (S-PMP) approval Specific service agreement (SSA) where fit-up is required |
|
| Design phase | Expenditure authority (EA) / Amended project approval if required |
|
| Implementation phase | Turn over approval (TOA): Interim Certificate of Completion of Lessee's Improvements or Certificate of Substantial Performance |
|
| Delivery close out phase | Close out document approval (CODA) |
|
| NPMS phase | NPMS control point | PSPC approval body |
|---|---|---|
| Project inception stage | ||
| Definition phase | Building Management Plan (BMP) project listing, or Simplified statement of requirements (S-SOR) approval |
|
| Project identification stage | ||
| Initiation phase | Simplified preliminary project plan (S-PPP) approval |
|
| Feasibility phase / Analysis phase | Project approval (PA) and expenditure authority (EA) |
|
| Project delivery stage | ||
| Planning phase | Simplified project management plan (S-PMP) approval |
|
| Design phase | Expenditure authority (EA) |
|
| Implementation phase | Turn over approval (TOA): Certificate of Substantial Performance |
|
| Delivery close out phase | Close out document approval (CODA) |
|
Annex B—Process for tenant service projects and projects funded by other government departments
1. Scope
This process applies to all PSPC employees involved in the management of tenant service projects and other real property projects carried out for and funded by other government departments (OGDs). These projects may be delivered in PSPC-administered or OGD-administered facilities.
Note - #4
Real Property Services, PSPC, provides services to other government departments (OGDs) under agreements as a Common Service Organization (CSO), and as such does not fund claims and liabilities, as per the TB Policy on 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, not PSPC, is responsible for the funding of any costs associated with the project. Treasury Board policy states that liabilities arising from contracting activities are the responsibility of the originating department.
Tenant Service projects must comply with the Government of Canada Workplace Fit-up Standards (PDF, 3MB) (page available on Government of Canada network only) and are subject to the PSPC non-compliance approval process.
2. Purpose
This annex describes the components and requirements of the National Project Management System when managing OGD and tenant service projects.
3. Details of the process
For tenant service projects and projects carried out for and funded by OGDs, the NPMS practices shall be applied in keeping with respective client approvals and governance. OGDs are responsible for project and funding approvals. The National Project Management System Directive for Real Property Projects, the NPMS website, and the NPMS Real Property Project Thresholds Matrix which provides deliverable templates, deliverable requirements and knowledge area technical guidance, should be referenced in developing and delivering projects under this process.
3.1. National Project Management System “full” process for tenant service and other government department projects greater than $5M (GST/HST included, client costs excluded)
For tenant service and OGD projects that fall under the NPMS full category (that is, projects with a threshold greater than $5M), NPMS full documentation must be used, with further details on the specific deliverables required outlined in sections 3.1.1 to 3.1.5 below.
3.1.1 Preparation of a simplified statement of requirements
Before commencing work on a tenant service project, a simplified statement of requirements must be completed.
3.1.2 Preparation of a specific service agreement and project charter
Before commencing work, a specific service agreement (SSA) and project charter shall be established between the client and the PSPC project manager to document client identified key parameters of the project (scope, timing, and funding), as well as establish guiding principles, respective roles and responsibilities, and an issue resolution process for the delivery of the project. Note that the SSA and project charter agreements shall be reviewed with the accountable senior project manager / PSPC project leader.
The OGD approval authority and the real property service provider authority must sign the SSA and project charter, confirming client commitment to funding. (See: Department-Wide AuthoritiesFootnote 3). The project charter must be annexed to the SSA in order to confirm client commitment to expend client funds and PSPC resources in developing and/or delivering the defined project. A signed SSA that makes reference to a dated project charter can be accepted as the project charter sign-off.
Before entering into the SSA and finalizing the project charter, the project manager shall review the project scope, funding and schedule objectives for the project. See the Annex 1—Specific service agreement / project charter checklist.
3.1.3 Preparation of a project management plan
Before creating the project management plan, the PSPC project manager must review previous decisions and plans made by the client that have been shared. This is done in consultation with the client in order to understand the project requirements and confirm that the project, as requested by the OGD for PSPC to deliver, can be undertaken in accordance with project goals and objectives, with the provided funding (based on project approvals obtained by the client).
The PSPC project manager shall then prepare the project management plan for work to be undertaken by PSPC, including all internal and external goods and services providers for which PSPC will be responsible. The PSPC project manager shall update project management plan as the project develops and decisions are made.
3.1.4 Delivery of project
To deliver the project, the project manager shall follow the NPMS Knowledge Areas and Methodology to deliver the project. The project scope shall be delivered as outlined in the SSA and project management plan and all relevant contracting procedures (see NPMS Procurement Management and Claims Management). The project manager must also ensure that the project is reviewed for quality and accuracy (see NPMS Knowledge Area - Quality Management).
3.1.5 Project close out
During the project close out phase, the project manager must document lessons learned as per the NPMS close out phase, and forward results to the appropriate regional NPMS Continual Improvement Team representative.
The project manager shall update the project management plan in order to document an overall assessment of the completed project, including information such as evaluation reports, lessons learned. He or she must ensure that the project is administratively closed out and includes completion of all contract administration activities, and must gather and obtain client feedback.
The table below delineates approval bodies for the NPMS full Control Points. Financial project approvals at project approval or expenditure authority control points are the responsibility of the tenant/OGD client.
Note - #5
While authorities for each deliverable may, in some cases, be delegated to other organizational levels, it is the responsibility of the given approval authority to provide in writing a notification of this sub-delegation and the person responsible for that NPMS deliverable to keep this documented in the project files. In addition, any revised/amended deliverable needs to be approved by the appropriate level of authority as per the NPMS Directive for Real Property Projects as in some cases, the approval body may not be the same as the one of the original document because of changes made to the project (e.g. project costs have increased).
| NPMS phase | NPMS control point | PSPC approval body |
|---|---|---|
| Project inception stage | ||
| Definition phase | Simplified statement of requirements approval |
|
| Project delivery stage | ||
| Planning phase | Project charter approval |
|
| Signed specific service agreement |
|
|
| Project management plan approval (PMPA) |
|
|
| Design phase | Expenditure authority (EA) is the responsibility of the tenant / OGD. |
|
| Implementation phase | Turn-over approval (TOA): Certificate of Substantial Performance |
|
| Delivery close out phase | Close out document approval (CODA) |
|
3.2 National Project Management System "lite" process for tenant service and other government department projects greater than $1M but less than $5M (GST/HST included, client costs excluded) and low risk/complexity
For projects greater than $1M but less than $5M, simplified templates (consistent with NPMS principles) of the project charter, statement of requirements, and project plan (as defined within this process) shall be used and can be found under the deliverables section of the NPMS website.
If the project manager is engaged to complete activities to clarify delivery project scope, this must be communicated by the client in writing. In all cases the project manager must validate that the information required to undertake the project is documented before starting the delivery of the project.
The table below delineates approval bodies for the NPMS lite control points. Financial project approvals at project approval or expenditure authority control points are the responsibility of the tenant/OGD client.
Note - #6
While authorities for each deliverable may, in some cases, be delegated to other organizational levels, it is the responsibility of the given approval authority to provide in writing a notification of this sub-delegation and the person responsible for that NPMS deliverable to keep this documented in the project files. In addition, any revised/amended deliverable needs to be approved by the appropriate level of authority as per the NPMS Directive for Real Property Projects as in some cases, the approval body may not be the same as the one of the original document because of changes made to the project (e.g. project costs have increased).
| NPMS phase | NPMS control point | PSPC approval body |
|---|---|---|
| Project inception stage | ||
| Definition phase | Simplified statement of requirements approval |
|
| Project delivery stage | ||
| Planning phase | Project charter approval |
|
| Signed specific service agreement |
|
|
| Simplified project management plan (S-PMP) approval |
|
|
| Design phase | Expenditure authority (EA) is the responsibility of the tenant/ OGD. |
|
| Implementation phase | Turn-over approval (TOA): Certificate of Substantial Performance |
|
| Delivery close out phase | Close out document approval (CODA) |
|
3.3 National Project Management System "ultra lite" process for tenant service and other government department projects less than $1M
This NPMS ultra lite process is for tenant service and OGD projects under $1M that are low risk and low complexity, and is streamlined for projects with fewer deliverables and simplified requirements. It also allows the use of existing deliverables from outside of NPMS and defines when additional requirements exist.
A low risk and low complexity project that follows the NPMS ultra lite process must have the following characteristics:
- be an endeavour with low risk to human health and safety
- have no public, aboriginal, political, or environmental sensitivity locally, regionally, or nationally
- have low heritage impact
If the project does not have the characteristics mentioned above, it must follow the NPMS lite process.
If the project manager is to be engaged to prepare deliverables and provide details regarding project scope, budget, timelines and potential risks, this must be communicated by the project leader in writing. In all cases, the project manager must validate that the information required to undertake the project is documented before starting the delivery of the project.
The table below delineates approval bodies for the NPMS ultra lite control points. Financial project approvals at project approval or expenditure authority control points are the responsibility of the tenant/OGD client.
Note - #7
that while authorities for each deliverable may, in some cases, be delegated to other organizational levels, it is the responsibility of the given approval authority to provide in writing a notification of this sub-delegation and the person responsible for that NPMS deliverable to keep this documented in the project files. In addition, any revised/amended deliverable needs to be approved at the same level of authority as is required by the original document.
| NPMS phase | NPMS control point | PSPC approval body |
|---|---|---|
| Project inception stage | ||
| Definition phase | Simplified statement of requirements approval |
|
| Project delivery stage | ||
| Planning phase | Signed specific service agreement |
|
| Simplified project management plan (S-PMP) approval |
|
|
| Implementation phase | Turn-over approval (TOA): Certificate of Substantial Performance |
|
| Delivery close out phase | Close out document approval (CODA) |
|
4. Roles and responsibilities
The roles and responsibilities outlined below describe a function/role and not a job title.
The roles of other government departments include:
- carrying out the function of the project leader and providing overall project leadership
- seeking and obtaining appropriate project approvals (project approval and expenditure authority)
- providing project funding to cover all authentic project costs incurred by PSPC
- undertaking activities that are carried out and equivalent to the NPMS project Inception and Identification stages to clearly define scope, funding, and timing, as in accordance with their own departmental governance
- hiring PSPC to assist on these activities, including approval of any major changes to changes in scope, timing, or budgets for the project
PSPC project managers are responsible for:
- carrying out the function of project delivery and providing input to the project identification stage (as requested)
- delivering the scope of work as defined in the SSA and project charter agreement with the requesting OGD/Client
- acting as the principal contact for the OGD/Client project leader (except for tenant service projects)
- delivering the project and producing the project management plan
- performing the day-to-day management of the project, including management of project team members
- approving project payments to external contracted services and performance quality assurance, and accepting contracted work, as in accordance with departmental delegations
- informing OGD/Client project leaders of any issues and changes, in order to seek approvals in the event of changes in scope
PSPC project leaders are responsible for the completion of the project charter and signed SSA with the requesting OGD/client in tenant service projects (where the project leader is the PSPC property and facility manager).
5. References
Treasury Board publications
Public Services and Procurement Canada publications
- Close out document
- Department-Wide AuthoritiesFootnote 3
- Government of Canada Workplace Fit-up Standards (page available on Government of Canada network only)
- Identification close out document
- National Project Management System Directive for Real Property Projects
- National Project Management System real property project thresholds matrix
- Policy on the National Project Management System (page available on Government of Canada network only)
- NPMS Knowledge Area—Procurement Management
6. Attachments
Annex 1—Specific service agreement / Project charter checklist
7. Enquiries
Please direct enquiries about this process to sngp.npms@tpsgc-pwgsc.gc.ca.
Annex 1—Specific service agreement / Project charter checklist
This checklist is to be completed by the Project Manager before entering into an SSA agreement, confirming understanding of the project scope agreement. Completed checklist is to be kept in the project file.
Client approvals
Legend
[ ]: Checkbox area
Highest project approval obtained
- [ ] PA
Date: Amount: - [ ] EA
Date: Amount: - [ ] Other
Date: Amount:
Project scope definition
- [ ] Clear objectives established for project
- [ ] Clear objectives established for Real Property Services (RPS) role in project
- [ ] Clear roles and responsibilities established for all parties involved
- [ ] 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
- [ ] Project cost objectives reviewed and adequate resources allowed for within the project funding provided in the SSA and project charter agreements
- [ ] Project schedule/timing objectives reviewed and considered to be adequate within the project objectives agreed to in the SSA and project charter agreements
Real Property Services resources necessary to deliver project
- [ ] RPS project resource requirements reviewed and confirmed are adequately available to meet the project objectives including
- Funding for RPS resources allowed for in SSA agreement
- RPS resources available
- [ ] Contracting arrangements necessary to deliver the project confirmed will be available to meet project objectives
Project manager:
Date signed:
- Date modified: