NPMS Roadmap

Business Projects – IT-Enabled Roadmap

Description

The NPMS Textual Roadmap identifies the generic activities and tasks (sub-activities), by Stage and Phase, which are required to align a specific project delivery methodology to the requirements of the NPMS model.

Objective

The Textual Roadmap ensures consistency in the application of project management deliverables, activities and tasks within various selected Business Projects-IT-Enabled project delivery methodologies.

Business Projects – IT-Enabled Context

This procedure applies to Public Services and Procurement Canada (PSPC) Business Projects – IT-Enabled where one or more of the following criteria are met:

  • The project requires TB approvals;
  • A new solution project with an estimated cost over $1 Million;
  • A maintenance project with an estimated cost over $2 Million;

Projects are to apply NPMS « Lite » if they meet the following criteria:

  • A new solutions project with an estimated value at less than $1Million;
  • 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. (link to come)

The NPMS principles remain applicable for projects that do not meet these criteria. However, the extent of project management documentation required will vary depending upon a number of factors such as the project risk, complexity, criticality, and sensitivity (see the NPMS Policy - Annex A - Statement of Principles for All Projects Delivered by PSPC).

For Business Projects – IT-Enabled, the NPMS « Lite » Procedure must produce the following deliverables:

  • Statement of Requirement (SOR)
  • Screening Tool
  • Preliminary Project Plan (PPP)
  • Business Case – « Lite »
  • Project Charter – « Lite »
  • Close Out Document (COD)

Other deliverables may be developed by the project or technical team in accordance with specific project requirements.

Business Projects – IT-Enabled Textual Roadmap

Inception and Identification Stages

Introduction

This process is based on the main deliverables, activities and tasks required to manage Business Projects – IT-Enabled from the Inception Stage up to the end of the Identification Stage. It is not intended to cover in detail activities related to any particular solution, but rather to provide a high-level overview from the time a Business Projects – IT-Enabled project requirement is identified to the completion of a Business Case that provides the recommended solution. The process is intended to be used as a guide for those having the role of Project Director / Project Leader or Project Manager. Relevant links are indicated for specific business line information, processes and templates to be used.

The NPMS principles remain applicable for all projects; however, the extent of project management documentation required will vary depending upon a number of factors such as the project risk, complexity, criticality, sensitivity and purpose (see the NPMS Policy) - Annex A - Statement of Principles for All Projects Delivered by PSPC).

Project Inception Stage

Definition Phase

Objective

The purpose of the Definition Phase is to provide a Branch with the opportunity to assess Business Projects – IT-Enabled proposals:

  • to ensure that proposed projects are in keeping with PSPC investment and portfolio strategies; and
  • to respond in the most effective manner possible to the identified opportunity or business need.

Description of the Work

This Phase consists of a formal assessment of proposed projects to ensure that proposals (including opportunities) are assessed against an established set of criteria. The result of the assessment is a decision whether or not to proceed to the next Phase.

Inputs

The input consists of a problem or opportunity statement. The problem or opportunity can be client-specific, a shared product or service, a PSPC/Branch internal project or provided externally by PSPC to an Other Government Department (OGD).

Potential triggers may include: current / existing program strategies (e.g. Departmental / Branch), Client plans, National or Regional Investment Strategies, Asset Management Plans, OGD Client plans and priorities, Legislative or Regulatory changes, Technological changes and opportunities, Client Service Requests, Service Management Problems and Issues.

Activities / Tasks

1. Define / Assess

  • Review and identify stakeholders
  • Consult with stakeholders and document request and/or issue or opportunity
  • Review client / business requirement and determine whether a project should be initiated and whether it is consistent with existing departmental or branch portfolio/program strategies and overall government priorities
  • Consider potential for impacts / benefits and identify risks

2. Summarize Decision

  • Identify funding source to provide seed money for project pre-planning to develop to Project Preliminary Approval (PPA)
  • Obtain approval for initial assessment of risk, opportunities and benefits

Outputs

  • Broad description of the nature of the request / issue / opportunity
  • Assessment of the proposal's consistency with related existing program strategies
  • During the Definition Phase a Screening Tool which includes exception criteria is used to determine whether the « Full » NPMS procedures will be applied to smaller projects.
  • For Projects that are in the Investment Plan a Project Complexity and Risk Assessment (PCRA) is conducted.

NPMS Deliverable

Statement of Requirements (SoR)
Screening Tool (« Lite »)
PCRA (« Full »)
PCRA (« Lite ») for maintenance projects >$1M and <$2M

Control Point

Statement of Requirements Approval (SoRA)

Project Identification Stage

Initiation Phase

Objective

The purpose of the Initiation Phase is to analyze the SoR and to provide an initial description of the project objectives, and related issues. The project description must be sufficiently detailed to allow a preliminary determination that the approach is appropriate and aligned with PSPC objectives and that the initiative is of high enough priority for management to commit the appropriate level of resources to the next Phase.

Description of the Work

The purpose of the Initiation Phase is to provide an initial description of project objectives, to commence initial project administration activities and to develop a Preliminary Project Plan (PPP) for this Stage.

Inputs

  • Approved Statement of Requirements
  • Other currently known project parameters

Activities / Tasks

  • Initiate Stage Planning Activities
  • Identify human resources and set up the initial Project Team
  • Define project parameters for this Stage
  • Create Project File Structure
  • Create Work Breakdown Structure (project gantt chart) for this Stage
  • Conduct analysis and produce business documentation in support of the PPP
  • Create PPP
  • Consult with ITSB Client Executive

Outputs

  • Definition of high-level project scope requirements
  • Business Requirements
  • Target Business Vision

NPMS Deliverable

Preliminary Project Plan

Control Point

Preliminary Project Plan Approval (PPPA)

Feasibility Phase

Objective

The purpose of the Feasibility Phase is to develop and finalize the project business requirements and to identify a range of solutions that meet those requirements. The Feasibility Report provides the information base that will then be used in the Analysis Phase to evaluate viable options and determine the optimum project solution. The level of detail in the Feasibility Report will depend on the nature, complexity and sensitivities of the project. Note: the Feasibility Report becomes a core input to the Business Case.

Description of the Work

The function of this Phase is to evaluate the project's potential for success, as well as to analyze the proposed project elements to ensure that they perform together as an operationally feasible concept.

Inputs

  • High-level project scope requirements
  • Approved Identification Stage Project Management Plan

Activities / Tasks

1. Finalize Business Requirements

  • Conduct a thorough risk assessment
  • Complete Architecture Solution (Conceptual)
  • Update and finalize Business Requirements
  • Review of Policy and Legislation as it pertains to the project
  • Conduct an Environmental Scan (technology / potential available solutions)
  • Assess Corporate and Operational Requirements (procurement)
  • Engage the ITSB Client Executive
  • Validate and complete project parameters
  • Finalize asset requirement

2. Identify Viable Solutions

  • Identify options and establish a preliminary cost estimate, timeline and risks for each viable option
  • Produce Feasibility Report (later to become an input of the Business Case)

Outputs

  • Updated Business Requirements

Technical Deliverables

  • Corporate and Operational Requirements (Procurement)
  • Architecture Solution – Conceptual Version (Architecture)
  • Concept of Operations (Technical Solution)

NPMS Deliverable

Feasibility Report

Control point

Feasibility Report Approval (FRA)

Analysis Phase

Objective

The purpose of the Analysis Phase is to thoroughly examine and evaluate the viable options identified in the Feasibility Phase and to arrive at an optimum high-level solution that will satisfy the client's requirements and the project's constraints. The recommended solution together with other viable options and their respective cost estimates, timelines, risks, controls and evaluation criteria, will be put forward in the Business Case to obtain management authorization and funding commitment by means of PPA for the project. The level of effort required for this Phase is dependent on the nature, complexity and sensitivities of the project.

NOTE: In the case of « Lite » Business Projects – IT-Enabled, funding approval is provided at the PPA control point for work to be performed up to and including the end of Effective Project Approval (EPA).

Description of the Work

The Analysis Phase includes two major activities:

  1. Analyze Information (the activity of validating all relevant documentation),
  2. Produce Approval Documents as per type of project (the activity of preparing a Business Case and Submission Documents for TBS Preliminary Project Approval).

Inputs

  • Approved Feasibility Report
  • Preliminary Project Plan

Activities / Tasks

  • Analyze Information
  • Validate data in Feasibility Report
  • Gather and review all available project documentation
  • Analyze options
  • Recommend optimum solution
  • Produce Planning Approval Documents as per type of project
  • Prepare Business Case (equivalent to an Investment Analysis Report (IAR))
  • If the value of the project is over the departmental delegation, or the project complexity and risk assessment is rated in excess of the departmental delegation for Business Projects – IT-Enabled, based on the Organizational Project Management Capacity Assessment (OPMCA) and Project Complexity and Risk Assessment (PCRA assessments), prepare PPA TB Submission Documents

Outputs

  • Validated Feasibility Report
  • Completed approval Documents for PPA
  • Completed TB Submission Documents if required
  • eCAB Gate 1 Presentation

Technical Deliverables

The Analysis Phase of the project may require the creation of some or all of the following product development documents, depending on the context, size, complexity and intended purpose of the project:

  • Request For Change (Operational Readiness)
  • Business Transformation Strategy (Business Change)
  • Engagement Strategy (Business Change)
  • Release Strategy (Business Transformation)
  • Requirements Traceability Matrix (Business Change)
  • Financial Proposal Requirements & Pricing Tables (Procurement)
  • Statement of Requirements (Procurement)
  • Service Requirements Evaluation Criteria (Procurement)
  • Request for Information Documents (Procurement)
  • Preliminary Privacy Impact Assessment (Privacy)
  • ARCHIVED - Privacy Impact Assessment (Privacy)
  • Certification Plan (Security)
  • Statement of Sensitivity (Security)
  • Threat Risk Assessment (Security)
  • Migration Strategy (Technical Solution)
  • Testing Strategy (Technical Solution)

NPMS Deliverables

Business Case (equivalent to IAR)
Project Charter
A PCRA (For « Full » Projects. This will be an update for Investment Plan projects) or an Updated Screening Tool (« Lite » Projects) or an Updated PCRA (« Lite ») for maintenance projects >$1M and <$2M

Control Point

Preliminary Project Approval (PPA)

Identification Stage Close Out Phase

Objective

The purpose of the Identification Close Out Phase is to ensure that an appropriate level of assessment, reporting, evaluation, handover, and administrative closure has taken place that will provide enough directional detail to seamlessly proceed to the Delivery Stage.

Description of the Work

This final Phase of the Identification Stage provides an executive summary of all significant developments, identifies any quality-related issues, and concludes with final-stage closure.

Inputs

  • Business Case
  • Project Charter
  • TB submission document for PPA approval (if required)
  • Revised Preliminary Project Plan

Activities / Tasks

  • Close Out Stage activities
  • Gather team and client feedback and document lessons learned
  • Review project files for completeness
  • Update Preliminary Project Plan
  • Produce Identification Stage Close Out Document
  • Handover to the Project Delivery Team

Outputs

  • Finalized Deliverables including tracking document
  • Lessons Learned for Inception and Identification Stages
  • Completed feedback
  • Completed project files (including subordinate documents such as updated budget, schedule etc)
  • NOTE: If the Project is not approved, a Project Close Out Document will be produced

NPMS Deliverable

Identification Stage Close Out Document (ICOD)

Delivery Stage

Introduction

The Business Projects – IT-Enabled Roadmap is based on the main activities and tasks required to manage the delivery of Business Projects – IT-Enabled.

The textual roadmap is not intended to cover in detail all of the activities related to the Business Projects – IT-Enabled process but rather provides a high-level overview for the Project Delivery Stage activities from the time that a PPA has been obtained and the Identification Stage Close Out Phase activities have been completed.

The textual roadmap is intended to be used as a guide for those having the role of Project Director / Project Leader or Project Manager. Relevant links are indicated for specific business line information, processes and templates to be used.

The NPMS principles remain applicable for all projects; however, the extent of project management documentation required will vary depending upon a number of factors such as the project risk, complexity, criticality, sensitivity and purpose (see the NPMS Policy - Annex A - Statement of Principles for All Projects Delivered by PSPC).

Project Delivery Stage

Planning Phase

Objective

The purpose of the Planning Phase is to confirm the quality and completeness of the existing project information in an effort to develop and organize the project delivery strategy.

Description of the Work

During this Phase, all previous parameters of the project are validated and an agreement for delivery is reached or re-confirmed between the Project Director / Project Leader and Project Manager.

Inputs

  • Preliminary Project Approval
  • Approved Feasibility Report 
  • Approved Business Case
  • Record of Decisions
  • Approved Project Charter
  • Completed NPMS Compliance Checklist
  • Other currently known project parameters
  • Lessons learned from the Identification Stage and other projects and input from GC/Industry Best Practices

Activities / Tasks

  • Start-up Delivery Stage
  • Refine Project Team
  • Create Project Management Plan
  • Update Project Charter
  • Update Business Case
  • Update Project File Structure (financial codes, confirm funds, etc.)
  • Define Project Delivery
  • Confirm Project Team and Technical Team Program
  • Define Consultant Scope of Work
  • Prepare Request for Proposal and other required procurement documents (if applicable)

Outputs

  • Updated Project Charter
  • Updated Business Case
  • Project Management Plan
  • Documents associated to the Project Management Plan (i.e. WBS, schedule, budget etc)
  • Project Team / Technical Team Scope of Work & Roles & Responsibilities
  • Monitoring and Control Documents

Technical Deliverables

The Planning Phase may require the creation of some or all of the following technical deliverables in accordance with the project complexity and risk:

  • Benefit Realization Report (Business Change)
  • Communication Plan (Business Change)
  • Requirements Traceability Matrix (Update) (Business Change)
  • Training Plan (Business Change)
  • Evaluation Criteria Grid (Procurement)
  • Request for Acquisition Services (Procurement)
  • Request for Proposal (Procurement)
  • Security Requirements Checklist (Procurement)
  • Statement of Work (Procurement)
  • Architecture Solution - Logical Version (Architecture)
  • Privacy Impact Assessment (update) (Privacy)
  • Certification Plan (update) (Security)
  • Conceptual Security Architecture (Security)
  • Safeguard Plan (Security)
  • Concept of Operations (update) (Technical Solution)
  • Functional Requirements (Technical Solution)
  • Infrastructure Requirements (Technical Solution)
  • Migration Plan (Technical Solution)
  • Non functional-Requirements (Technical Solution)
  • Transition Plan (Operational Readiness)

NPMS Deliverable

Project Management Plan (PMP) (Note: the PMP is not mandatory for « Lite » projects)
Updated Business Case
Updated Project Charter

Control Point

Project Management Plan Approval (PMPA)

Design Phase

Objective

To complete a detailed, final design for the product solution; this design then undergoes a critical design review and is approved. The design will be built by a technical team and / or integrator during the Implementation Phase. The final design will typically require amendments to preliminary projections of time, cost, quality, and perhaps scope. All completed documents are compiled to form the basis for the EPA submission. The design is approved for development by the client, by Operational Change Management (at the eCAB), and if so required, by Treasury Board. This approval is necessary in order to proceed with product development in the Implementation Phase.

Description of the Work

Procurement of required design and other technical team resources is followed by detailed design and the establishment of refined specifications. Reviews, approvals, and risk assessments are critical during this Stage. Effective Project Approval (EPA) is sought upon completion and assembly of all detailed plans for project delivery.

Inputs

  • Updated Project Charter
  • Updated Business Case
  • Project Management Plan
  • Architecture Solution - Logical Version
  • Completed Functional/ Non-functional Requirements
  • Consultant Scope of Work
  • Updated Project Management Plan

Activities / Tasks

  • Issue a Request for Proposal
  • Build technical team
  • Build preliminary design
  • Conduct preliminary design review
  • Complete detailed architecture
  • Complete physical design
  • Conduct critical design review
  • Complete required design documents
  • Prepare design for approvals
Develop Design
  • Complete Analysis of Project Requirements
  • Develop Concept and Design for approval by client
  • Prepare Physical Data Hardware Configuration
Prepare for Approval
  • Finalize cost estimates and schedules
  • Update Business Case
  • Update Project Management Plan
  • Update Design Documents
  • Update approval presentations
  • Complete NPMS Compliance Checklist (found in Annex C of the NPMS Business Projects – IT-Enabled Procedures)

Outputs

  • Cost estimates
  • Client / Oversight / Investment Group signoffs on design documents (Concept, Preliminary and Final Designs etc.)
  • Updated Business Case and TB Submission (if required)
  • Monitoring and Control Documents
  • Product Design Deliverables
  • eCAB Gate 2 Presentation
  • TB Submission for EPA

The Design Phase may require the creation of some or all of the following technical deliverables in accordance with project complexity and risk:

  • TBS Effective Project Approval Submission (Treasury Board)
  • Architecture Solution - Detailed Version (Architecture)
  • Safeguard Plan (update) (Security)
  • Logical Security Architecture (Security)
  • Threat Risk Assessment (Update) (Security)
  • Data Conversion Plan (Technical Solution)
  • Hardware Configuration (Technical Solution)
  • Physical Data Model (Technical Solution)
  • Migration Plan (Update) (Technical Solution)
  • System Requirement Specifications (Technical Solution)
  • System Testing Plan (Technical Solution)
  • User Acceptance Testing Plan (Technical Solution)

Control Point

Effective Project Approval (EPA)

Implementation Phase

Objective

The objectives of the Implementation Phase are, first of all, to produce the project's product, service or result at an acceptable level of quality to meet client and stakeholder requirements, and second, to deliver that product, service or result to the in service support organization within the operational environment.

Description of the Work

The Implementation Phase is where all the plans and related strategies are put into motion. All construction-related (or physical work) activities are carried out.

Inputs

  • Cost estimates
  • Approved Solution Design
  • Client and Project Team signoffs on design documents (Concept, Preliminary and Final Design)
  • Revised Business Case and TB Submission if required
  • Project Management Plan
  • Project Charter
  • Monitoring and Control Documents

Activities / Tasks

  • Conduct Commercial Off The Shelf (COTS) product / Consultant Evaluations (if required)
  • Procure COTS product and/or Consultant Services (if required)
  • Award Goods/Services/ Integrator Contract(s) (if applicable)
  • Build the Product, Service or Result solution
  • Perform all required testing
  • Control changes to scope, cost and schedule as well as changes to the product
  • Conduct Certification and Acceptance (C&A) process for the product or service
  • Ensure Client Acceptance
  • Provide user support during turnover and warranty periods
  • Support the handover to operations (Change, Release and Configuration Management)
  • Complete Security Certification and Accreditation Process
  • Provide technical documentation to the operational / in-service organizations
  • Administer Contract (Contract Administration)
  • Review for non-compliance in accordance with Quality Management Plan
  • Test Performance
  • Accept Work
  • Assemble As-Built Documents i.e. Release Notes
  • Ensure Training is provided and User & Technical Manuals are delivered
  • Transfer product, service or result to operations
  • Provide Transitional Support

Outputs

  • Completed Product, Service or Result
  • Signed Contracts
  • Completed Testing Documentation, Readiness and Installation Guides and Release Notes
  • Product Acceptance (by Project Team)
  • Operational Acceptance (eCAB 3)
  • Client Acceptance
  • Product, service or result transferred to Operations (Product Handover)
  • Monitoring and Control Documents
  • Support to and documentation of Change, Configuration and Release Management Processes and activities
  • Certification and Accreditation (C&A) of product, service or an Initial Authority to Operate (IAO) (required while completing changes necessary for the C&A)
  • eCAB Gate 3 Presentation
  • Project Steering Committee (PSC) / Client (Business-line Project Director) Acceptance Presentation (Project Management)
  • Lessons Learned

The Implementation Phase may require the creation of some or all of the following technical deliverables in accordance with project purpose, complexity and risk:

Development and Configuration:

  • Communications Material (Business Change)
  • Release Plan Update (Business Change)
  • Updated Requirements Traceability Matrix (Business Change)
  • Physical Security Architecture (Security)
  • Statement of Sensitivity (Update) (Security)
  • Threat Risk Assessment (Update) (Security)
  • System Testing Procedures (Technical Solution)
  • User Acceptance Testing Procedures (Technical Solution)
  • (Finalized) Acceptance Criteria (Operational Readiness)
  • Platform Readiness / Installation Guide (Operational Readiness)
  • Release Notes (Operational Readiness)
  • Transition Plan (Update) (Operational Readiness)

Testing and Implementation:

  • Certification Evidence Report (Security)
  • Certification Report (Security)
  • Letter of Accreditation (Security)
  • Recommendation for Accreditation (Security)
  • Data Migration Evaluation Summary (Technical Solution)
  • Operations and Maintenance Plan (Technical Solution)
  • Operations and Maintenance Procedures (Technical Solution)
  • System Testing Summary Results (Technical Solution)
  • Technical Overview Document (Technical Solution)
  • Training Guides and Other Material (Technical Solution)
  • User Acceptance Summary Results (Technical Solution)
  • User Guides (Technical Solution)

NPMS Deliverable

  • Product Turnover

Control Point

Turnover Approval (TOA) (eCAB3, Project Steering Committee)

Delivery Close Out Phase

Objective

In an effort to improve overall project performance and client satisfaction, both product and process performance will be measured, documented and assessed against pre-determined performance criteria. The process of Continual Improvement is integral to ensuring the overall enhancement of project delivery within PWGSC/PSPC. The basis for the continual improvement process is its capture of both the positive and the negative lessons learned from each project.

Description of the Work

The Delivery Close Out Phase is the final and most integral phase of the project. It not only gives the team the opportunity to tie-up all loose ends, including a transfer of outstanding Issues to Operational OPIs, but it allows for a thorough assessment of all aspects of the project. This assessment underscores any performance targets that were reached, surpassed or not met. In addition, the Continuous Improvement Process provides a valuable method for highlighting successes as well as deficiencies reported throughout the life of the project. These records form the basis for systematic improvements to the way similar projects will be delivered in the future.

Inputs

  • Completed Client Acceptance
  • Completed Implementation Process
  • Documents associated to the Project Management Plan (budget, schedule etc.)

Activities / Tasks

  • Close out Contracts
  • Gather End-User Feedback, and document lessons learned in the Close Out Document
  • Finalize the Close Out Document
  • Complete Administrative transfer activities for contract warranties
  • Conduct Post-implementation reviews (operational and project oversight)
  • Complete any other required administration to close Project (including archiving of project records)
  • Ensure a new or updated Service Level Agreement is in place, if required
  • Complete final archiving of documents

Outputs

  • Administrative and contract records
  • Final Records / Documents Archive
  • New or updated Service Level Agreement (if required)
  • Inputs to the Business Continuity Plan (if required)
  • Close Out Document

NPMS Deliverable

Close Out Document

Control Point

Close Out Document Approval (CODA) (plus any required Post-Implementation Reviews: Business, Operational & Project)