Guidelines For The Preparation of Project Plans: or
Guidelines For The Preparation of Project Plans: or
Guidelines For The Preparation of Project Plans: or
2
Note that the intent is to provide an initial budget for the project with expected cash flows for delivery of
the project. As a minimum, copy the spending breakdown provided in the approved statement of
requirement document and provide an estimate/timeline of how the funds for those cost items/activities
will be disbursed.
Section 6.0 Financial management – Must outline approved seed funding (received with the
approved SoR) and anticipated costs to complete to PA/EA submission.
Section 10.0 Quality management – Description of how the records management system is to be
established and maintained (section 10.1), description of the project review methods (section 10.2) and
description of the project monitoring and reporting methodology (section 10.3).
Section 12.0 Human resources management – Who will be the project team for this stage and
their roles and responsibilities. In the preliminary stages of the plan a simple outline of the project team
and roles can suffice. The roles and responsibilities should however be developed in detail as the project
approaches PA/EA.
Once the identification stage is completed and the project is approved at PA/EA, the PPP will be used to
transition the project for the next stage by the project delivery team.
Delivery stage project management plan
The project management plan (PMP) is prepared by the project manager, respecting overall objectives
defined in the PPP and project approvals obtained by the project leader. The project leader is to validate
and sign the PMP.
The purpose of the PMP is to define the project objective and scope for the approved solution, as well as
how it is executed, monitored, and controlled during the delivery stage. The PMP details project activities
from the planning phase to project completion and ensures that the project objectives and requirements
provide sufficient detail to allow for the preparation of complete project instruction to the project team.
Medium project management plan
This guideline is also used to develop the medium project management plan (M-PMP). The sections that
should be completed for an M-PMP are the following:
Section 2.0 Project background
Section 3.0 Scope management
Section 4.0 Time management
Section 5.0 Cost management
Section 6.0 Financial management
Section 7.0 Change management
Section 8.0 Risk management
Section 10.0 Quality management
Section 12.0 Human resources management
The level of detail to provide in these sections depends on the project size and complexity. Refer to the
National Project Management System real property projects threshold matrix to determine when an M-
PMP can be used instead of the full version of the PMP.
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REVISION HISTORY
Version
Date of issue Author Brief description of change
number
1.0
4
Table of contents
5
10.4.1 Key performance indicator.................................................................................13
10.4.2 Schedule monitoring and control.......................................................................13
10.4.3 Cost monitoring and control...............................................................................13
10.5 Commissioning...................................................................................................13
10.6 Authorities having jurisdiction.............................................................................13
10.7 Project evaluation...............................................................................................13
11.0 Safety management.....................................................................................................14
12.0 Human resources management..................................................................................14
12.1 Project team structure........................................................................................14
12.2 Roles and responsibilities...................................................................................15
13.0 Communications management...................................................................................15
13.1 Internal communications plan.............................................................................15
13.2 External communications plan............................................................................15
14.0 Environmental management.......................................................................................15
15.0 Claims management....................................................................................................16
16.0 Signatures.................................................................................................................... 16
Annexes.................................................................................................................................... 17
Annex A – Work breakdown structure (not required if included in the schedule at Annex B).19
Annex B – Project master schedule.......................................................................................22
Annex D – Project cost plan and cash flows.........................................................................25
Annex E – Project cost estimate.............................................................................................26
Annex F – Funding summary..................................................................................................26
Annex G – Risk management plan.........................................................................................27
[Upon completion of editing, update Table of Contents as follows: Right click on grey area of table,
select ‘update field’, choose ‘update entire table’, then press the ‘OK’ button. Page numbers will be
automatically updated.]
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1.0 Executive summary
[Prepare this section last]
Keeping in mind that the purpose of the preliminary project plan is to bring the project to PA/EA, and the
purpose of the delivery stage project management plan (PMP) is to provide sufficient detail to allow for
the preparation of complete project instruction to the project team, summarize the project objectives,
current scope of project and its source, forecast cost estimates and schedules, sensitive issues and
potential risks. Indicate the environment of the project: crown-owned, leased space, OGD, etc. Describe
the key issues driving the project that have been evaluated and analyzed and that clearly demonstrate
problem/opportunity need and how it provides best value while meeting economic or political objectives.
“Cut and paste” from the statement of requirements (SoR) or from the investment analysis report (IAR) if
necessary but be sure the statements are concise. Avoid pointing the reader to the full SoR/IAR since this
is an executive summary and the reader should not have to go elsewhere to obtain the summary. The
summary is intended to provide the reader with a quick overview and good understanding of the essential
aspects of the project. It would be a useful source of information for an individual preparing a ministerial
briefing note.
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• Special purpose space
• New client program with additional FTEs requiring space
• Swing space
• Strategies – policies – regulations – standards violations
• Potential for non-compliance with space standards
• Environmental compliance and sustainable development
• Etc.
Asset project: [samples of issues]
• Source of funds
• Health and safety
• Emergency power
• Environment compliance and sustainable development
• Heritage considerations
• Structural: capacity
• Operating and maintenance cost reduction
• Procurement
• Timing
• Security
• Strategies – policies – regulations – standards violations (e.g. accessibility)
• Etc.
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• Access of site (security, travel, road conditions, during silent hours, etc.)
• Life systems during building occupation vs. silent hours (alarm system, elevator access,
ventilation, telephone and communication lines, water supply, etc.)
• Availability of technical personnel for tests and inspections (City of XX, HRSDC, etc.)
• Language communication (all in English or all in French?)
9
This section is limited to the amount of spending authority from the approved statement of requirements.
Therefore, as a minimum, provide a breakdown of the approved spending authority and indicate the
timeline of how the funds for each cost item/activity will be disbursed, as per section 4.
[For PMP]
Provide the cost plan for the project with itemized breakdown into appropriate major components such as:
1. Construction works
2. Fit-up works
3. Consultant fees
4. PSPC fees and disbursements
5. Risk allowances – as identified in the risk management plan
6. Other ancillary costs
7. Client costs
8. Taxes – GST or HST
9. Escalation
Client costs must be included in order to reflect the total cost of the project to the federal government.
Following the cost plan, prepare a forecasted cash flow reflecting the expected expenditures/spending in
relation to the project schedule for each of the major components. For projects with a multiple year
duration, the cost plan and cash flow must be presented in both constant dollars (without escalation) and
in current dollars (escalated for inflation, i.e. constant dollars x appropriate cost indices for the year that
the expected expenditures/spending will occur).
Utilize the project cost plan template and attach a copy to this project plan (Annex D).
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(PSPC, OGD, etc.). The information in this section should reflect what has been outlined in the last
section of the SoR.
11
Cost management section. Review the risk management plan periodically and amend the risk
management plan to include new risks as they appear throughout the life of the project.
In addition, details on the PCRA should be included such as: level, score (%), date completed, and date
revised.
See risk management knowledge area.
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review to be carried out (refer to the table in section 5 of this directive) and report what will be
undertaken by the project team.
10.5 Commissioning
Describe the approach to commissioning to be used. For example, who will devise the commissioning
strategies and tests? Who will execute them? Who will verify and accept them? Will commissioning be
done by in-house resources or by outside commissioning agents, consultants or contractors? Will the
client be part of the commissioning team (clients sometimes have specialized knowledge in certain areas,
such as bio-safety)? Describe the extent of the commissioning activities, taking into account whether the
project will be Crown owned or leased to an OGD and the complexity of the project building systems.
Please note that it may be difficult to complete this section during the preliminary phases of the project, it
should however be fully developed as the project moves forward.
Refer to the Commissioning Standard (2015), to the technical guide on commissioning on the NPMS
website, and to the PWGSC Commissioning Manual.
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a list of planned participants. Determine what strategy will be used for documenting and communicating
lessons learned as the project evolves (this should not be left until the end of the project).
See quality management knowledge area.
14
backgrounds in the staff boxes could be used to distinguish who pay for who (consultants, specialists,
contractors, suppliers, etc.)
Include a team master list in the annexes to identify the name, department, position, phone #, email
address, fax #, cellular #, etc. This can be very useful for a new member when they join the team.
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14.0 Environmental management
The intention of the Environmental Compliance Management Program (ECMP) is to meet PSPC’s
environmental responsibilities which flow from management of buildings, equipment and land. The
ECMP checklist process is the mechanism through which PSPC projects are evaluated for the
applicability of environmental legislation, policies and sustainable development requirements. It is also
the mechanism through which project managers will obtain timely and comprehensive environmental
support from Environmental Services.
Project leaders or project managers are responsible to complete the ECMP checklist at the analysis phase
or at the planning phase, depending on the project type, and send to Environmental Services.
In this section, provide a brief synopsis of the required or completed environmental review.
See environmental management knowledge area.
16.0 Signatures
The project leader and the project manager [leasing representative, property manager – delete where not
applicable] agree to deliver this project in accordance with this [identification or delivery stage] project
plan and amend the annexes of the [PPP or PMP] periodically as project parameters change. For OGD
funded projects, the client department acts as the project leader. The OGD project leader is to be
provided a copy of the PMP for information. Their signature below indicates they have received the
document and verified the project parameters (time, scope, cost) to be correct as presented.
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Action Date Signature
Prepared by
PSPC project leader or project manager
Accepted by
Project leader or project manager
Accepted by
Leasing representative (if required)
Approved by
(see NPMS Directive for approval body)
[Documents that are appended to this Project Plan are to be listed under “Annexes”. Documents that are
not attached but contain information important to the project are to be listed under “References”. Refer
to the list at the end of this guideline for documents that could potentially be listed as either annexes or
references.]
Annexes
The following documents are attached to this Project Plan for immediate reference:
Version or
Annex Document Name Date
Revision No.
A
etc.
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etc.
[The following are examples of documents that might be attached as either “Annexes” or noted as
“Reference Documents”. The list is not intended to be obligatory or exhaustive. The actual documents
will depend on the specific project. Include what is appropriate for the size and complexity of the
project.]
[Ensure that the document information, wherever it is located, contains: date, who the document was
prepared by (name, position, department/company), etc.]
• Project charter
• Preliminary project plan
• Work breakdown structure (WBS)
• Milestone list
• Project schedule
• Feasibility report and related studies
• IAR
• Project approval (PA)
• Expenditure authority (EA)
• TB submissions and approvals
• Risk management plan
• List of reference documents and standards (e.g., technical and functional programs, building
codes and specific standards issued by the client)
• Environmental Compliance Management Program (ECMP) checklist
• List of environmental/sustainable development studies or reviews completed as an output of the
ECMP checklist process
• List of reference documents and standards provided by PSPC (Fit-up standards, AutoCAD
drawing’s layers, accessibility, etc.)
• Designated Substances Report (DSR)
• Cost management plan (including all dated estimates, all payments made, all contracts’
amendments and change orders and claims added)
• Scope management plan (including references to client requirements documentation)
• Tests and results report
• Inspections and results report
• List of websites for references used (with version of the website)
• Project team resources (staff, clients, consultants, specialists, suppliers, contractors, landlord,
etc.)
• PSPC Fit-up standards: requests made to the review committee, certificate prepared by COE,
etc.]
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Annex A – Work breakdown structure (not required if included in
the schedule at Annex B)
The work breakdown structure (WBS) example referred to in Section 3.3 is as follows:
Level 1 Project title
Level 2 Project stage (NPMS)
Level 3 Project phase (NPMS)
Level 4 and below: Processes, sub processes and deliverables in support of NPMS control points
Notes:
1. The WBS below is oriented toward the steps of the process and not toward the sub-elements of the
product.
2. For OGD projects, the WBS would not include the Inception and Identification Stages of the project
as this would be in most cases the Client’s responsibility. The WBS would start at the Delivery Stage
for the work to be undertaken by PSPC.
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1.3.2.1.5 DESIGN DEVELOPMENT
1.3.2.2 EXPENDITURE AUTHORITY (EA) PROCESS
1.3.2.2.1 APPROVAL DOCUMENT (AD)
1.3.2.2.2 EXPENDITURE AUTHORITY (EA)
1.3.3 IMPLEMENTATION PHASE
1.3.3.1 TENDER DOCUMENT PROCESS
1.3.3.1.1 33% TENDER DOCUMENTS
1.3.3.1.2 66% TENDER DOCUMENTS
1.3.3.1.3 99% TENDER DOCUMENTS
1.3.3.2 TENDER AND AWARD PROCESS
1.3.3.2.1 100% TENDER DOCUMENTS
1.3.3.2.2 TENDER AND AWARD, CONSTRUCTION
1.3.3.3 CONSTRUCTION ADMINISTRATION PROCESS
1.3.3.3.1 CONSTRUCTION ADMINISTRATION
1.3.3.3.2 LONG LEAD/SHOP DRAWINGS PERIOD
1.3.3.3.3 COMMISSIONING/TESTING PERIOD
1.3.3.4 PRODUCT TURN-OVER APPROVAL (TOA) PROCESS
1.3.3.4.1 PRODUCT TURN-OVER (PTO)
1.3.3.4.2 PRODUCT TURN-OVER APPROVAL (TOA)
1.3.4 DELIVERY CLOSE OUT PHASE
1.3.4.1 CLOSE OUT PROCESS
1.3.4.1.1 CLOSE OUT DOCUMENT (COD)
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1.3.2 DESIGN PHASE
1.3.2.1 FINAL FUNCTIONAL/TECHNICAL PROGRAMS
1.3.2.1.1 TOR/RFP DEVELOPMENT (FS)
1.3.2.1.2a TOR TENDER AND AWARD (FS)
1.3.2.1.2b RFP TENDER AND AWARD (FS)
1.3.2.1.4 FINAL FUNCTIONAL PROGRAM
1.3.2.1.5 FINAL TECHNICAL PROGRAM
1.3.2.2 LEASE CONTRACT APPROVAL (LCA) PROCESS
1.3.2.2.1 LEASE CONTRACT APPROVAL
1.3.2.3 DESIGN DOCUMENT PROCESS
1.3.2.3.1 TERMS OF REFERENCE DEVELOPMENT (PRIME)
1.3.2.3.2 TENDER AND AWARD (PRIME)
1.3.2.3.3 ANALYSIS OF PROJECT REQUIREMENTS
1.3.2.3.4 DESIGN CONCEPTS
1.3.2.3.5 DESIGN DEVELOPMENT
1.3.2.3.6 FURNITURE LAYOUTS
1.3.2.4 EXPENDITURE AUTHORITY (EA) PROCESS
1.3.2.4.1 APPROVAL DOCUMENT (AD)
1.3.2.4.2 EXPENDITURE AUTHORITY (EA)
1.3.3 IMPLEMENTATION PHASE
1.3.3.1 FURNITURE TENDER AND AWARD
1.3.3.1.1 TOR/RFP DEVELOPMENT
1.3.3.1.2a TOR TENDER AND AWARD
1.3.3.1.2b RFP TENDER AND AWARD
1.3.3.2 TENDER DOCUMENT PROCESS
1.3.3.2.1 33% TENDER DOCUMENTS
1.3.3.2.2 66% TENDER DOCUMENTS
1.3.3.2.3 99% TENDER DOCUMENTS
1.3.3.3 TENDER AND AWARD PROCESS
1.3.3.3.1 100% TENDER DOCUMENTS
1.3.3.3.2 TENDER AND AWARD, CONSTRUCTION
1.3.3.3.3 SUB-AGREEMENT PREPARATION
1.3.3.4 CONSTRUCTION ADMINISTRATION PROCESS
1.3.3.4.1 CONSTRUCTION ADMINISTRATION
1.3.3.4.3 COMMISSIONING/TESTING PERIOD
1.3.3.5 PRODUCT TURN-OVER APPROVAL (TOA) PROCESS
1.3.3.5.1 PRODUCT TURN-OVER (PTO)
1.3.3.5.2 PRODUCT TURN-OVER APPROVAL (TOA)
1.3.4 DELIVERY CLOSE OUT PHASE
1.3.4.1 CLOSE OUT PROCESS
1.3.4.1.1 CLOSE OUT DOCUMENT (COD)
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Annex B – Project master schedule
[Attach project master schedule here]
22
Annex C – Milestone list
Asset project milestone list
Baseline Forecast
Deliverable Prepared by Approved by Actual date
date date
PROJECT INCEPTION STAGE
STATEMENT OF REQUIREMENTS (SOR) PL
PROJECT IDENTIFICATION STAGE
PRELIMINARY PROJECT PLAN (PPP) PL
FEASIBILITY REPORT (FR) PL
DECISION LETTER (PA/EA) PL
IDENTIFICATION CLOSE OUT DOCUMENT PL
PROJECT DELIVERY STAGE (FOR PMP ONLY)
PROJECT MANAGEMENT PLAN PM
PROJECT REVIEW ADVISORY COMMITTEE
PM
PRESENTATION
AWARDED PRIME CONSULTANT CONTRACT RPCD
COMPLETED DESIGN CONCEPTS CONSULTANT
COMPLETED DESIGN DEVELOPMENT DOCUMENTS CONSULTANT
DECISION LETTER (EA) PL
COMPLETED TENDER DOCUMENTS CONSULTANT
AWARDED CONSTRUCTION CONTRACT RPCD
TURN-OVER APPROVAL (TOA) PL
FINAL COMMISSIONING PM
CLIENT MOVE IN PM
CLOSE OUT DOCUMENT PM
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Space project milestone list
Baseline Forecast
Deliverable Prepared by Approved by Actual date
date date
PROJECT INCEPTION STAGE
STATEMENT OF REQUIREMENTS (SOR) PL
PROJECT IDENTIFICATION STAGE
PRELIMINARY PROJECT PLAN (PPP) PL
PROJECT CHARTER PL
FEASIBILITY REPORT (FR) PL
DECISION LETTER (PA/EA) PL
IDENTIFICATION CLOSE OUT DOCUMENT PL
PROJECT DELIVERY STAGE (FOR PMP ONLY)
PROJECT MANAGEMENT PLAN (PMP) PM
PROJECT REVIEW ADVISORY COMMITTEE
PM
PRESENTATION
CONFIRMED PROJECT APPROVAL (PA) PL
LEASE CONTRACT APPROVAL (LCA) PL
LEASE AWARD LETTER PL
SALI CONSULTANT SERVICES PM
CLIENT SIGN OFF, DESIGN PM
CONFIRM/REVISED EXPENDITURE AUTHORITY (EA) PL
TENDER CALL CONSTRUCTION LANDLORD
SALI- CONSTRUCTION SERVICES PM
TURN-OVER APPROVAL (TOA) PL
CLIENT MOVE-IN PM
CLOSE OUT DOCUMENT PM
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Annex D – Project cost plan and cash flows
[Attach project cost plan here]
25
Annex E – Project cost estimate
26
Annex G – Risk management plan
[Attach risk management plan here]
27