Guidelines For The Preparation of Project Plans: or

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Guidelines for the

Preparation of Project Plans

< PRELIMINARY PROJECT PLAN > or


< PROJECT MANAGEMENT PLAN >

< Project name >


< Location (if applicable) >
< Client >

National Project Management System


< Initiation phase >

or < Planning phase >


Prepared by:
Date: 2017-12-19
File name:
General notes and information
[Delete this section when the project plan is complete]
The project plan is the document that defines the plan (systematic method) that will be used to meet the
project objectives. It will include why this project is being initiated, what is to be done, who will be
involved in its development and delivery, when it will be done and how it will be done. In addition to
these basic questions, it includes cost information, monitoring and control strategies.
The project plan takes on two forms during the life of the project. It initially starts out as the preliminary
project plan and can have specific annexes updated as more information becomes available. At the
beginning of the delivery stage, the project management plan is prepared to detail the delivery plan to
the end of the project.
The content of the project plan is, for the most part, structured around the Project Management Institute
(PMI) knowledge areas.
Assumptions on which information is based should be noted in all sections of the plan. Throughout the
life of the project, client requested scope modifications and their associated impact should also be noted
in the appropriate sections of the plan. The project team must periodically validate and/or modify
assumptions as the project evolves. In general, as the project evolves, risks should be more accurately
defined as well as their potential impact should be better understood and mitigated. Also, the various
sections of the project plan such as scope, schedule and cost, should include the source of information for
later reference in case verification of information is required (i.e. project leader, project manager, client,
consultant, quantity surveyor, etc.).
Identification stage preliminary project plan
The preliminary project plan (PPP) is prepared by the person carrying out the role of the project leader.
The purpose of the PPP is to focus on the plan (systematic method) that will be taken to develop the
project to the end of the project identification stage at which point project approval/expenditure authority
(PA/EA) will be obtained or denied. Please note that many of the sections and information provided in the
statement of requirements (SoR) can be used and further developed to help complete the PPP.
In preparing the PPP, the NPMS knowledge areas should be consulted. The knowledge areas describe the
required practices within the context of the Treasury Board Project Management Policy and the PMI’s
Project Management Body of Knowledge that should be taken over the life of the project.
As the same template is used for both the PPP and the project management plan (PMP), the key aspects
that should be developed in the PPP include the following:
Section 2.0 Project background – Description of the project background, describing the context for
the project, the identified need and the reasons for initiating the project. The content for this section is
largely based on the “Purpose” and “Background” sections of the SoR.
Section 3.0 Scope management – Problem/opportunity definition (section 3.1) and any project
constraints/issues (section 3.2.1). Content or this section should be based on the “Problem/opportunity
definition” section of the SoR. The scope documents will be divided into small packages to create the
activity list and milestone list, as well as a work Breakdown Structure (WBS).
Section 4.0 Time management – From the activity lists and milestone lists, a project schedule will be
developed. In the PPP, a schedule must be developed up to PA/EA, and an overall milestone list
reflecting activities to the end of the project is required. However, any known schedule constraints (e.g.
fixed end date, lease expiry) should always be reflected.
Section 5.0 Cost management – The level of detail for this section is subject to the adequacy of
information to generate a cost plan for the proposed project.

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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

1.0 Executive summary.......................................................................................................7


2.0 Project background.......................................................................................................7
3.0 Scope management.......................................................................................................7
3.1 Problem/opportunity definition..............................................................................7
3.2 Scope definition....................................................................................................8
3.2.1 Constraints............................................................................................................. 8
3.3 Work breakdown structure, activity development..................................................9
4.0 Time management..........................................................................................................9
4.1 Summary..............................................................................................................9
4.2 Schedule development.........................................................................................9
4.3 Major milestones..................................................................................................9
5.0 Cost management..........................................................................................................9
5.1 Project cost plan and cash flow............................................................................9
5.2 Project cost estimates........................................................................................10
6.0 Financial management................................................................................................10
6.1 Funding strategies..............................................................................................10
6.2 Approved funding...............................................................................................11
7.0 Change management...................................................................................................11
7.1 Technical side of change..........................................................................................11
7.1.1 Scope management................................................................................................ 11
7.1.2 Time management.................................................................................................. 11
7.1.3 Cost management.................................................................................................. 11
7.2 People side of change..............................................................................................11
8.0 Risk management........................................................................................................ 11
9.0 Procurement management..........................................................................................12
9.1 Consultant acquisition........................................................................................12
9.2 Contractor acquisition.........................................................................................12
9.3 Goods and services acquisition..........................................................................12
10.0 Quality management....................................................................................................12
10.1 Project document file management....................................................................12
10.2 Project reviews...................................................................................................12
10.3 Design reviews...................................................................................................13
10.4 Project monitoring and reporting.........................................................................13

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.

2.0 Project background


[For PPP]
Provide background information to describe the context for the project, the identified need and the
reasons for initiating the project. This section should closely resemble the “Background” section of the
SoR. Indicate in this section if other projects are related to this one. Is this project planned to be a multi-
year and/or a multi-phase project?
[For PMP]
Reiterate the problem/opportunity driving the project and summarize the results of the project
identification stage (e.g. results of feasibility studies and recommendations of the IAR). Summarize the
solution chosen that will be used in the project to deliver the option selected from the IAR.

3.0 Scope management


3.1 Problem/opportunity definition
[For PPP only]
Describe the major objectives of the solution required to meet the defined problem/opportunity. The
content for this section should closely resemble the “Oroblem/opportunity” section of the SoR. The
project objectives should also relate to the criteria the client would use to evaluate the project. Topics
might include:
Space project: [samples of issues]
• Geographic boundaries
• Access to public transit, parking
• Suitability of space
• Source of funds
• Timing – Lease expiry
• Security
• Space reduction

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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.

3.2 Scope definition


Describe in detail the scope of the project needed to meet the stated objectives—it is important to keep in
mind the requirements for both the product scope (the features and functions of a product or service) and
project scope (the work required to deliver the product).
[For PMP only]
Define the objectives of the chosen solution and the intended results. The project objectives should also
define the criteria that can be used by the stakeholders to judge the success of the project.
3.2.1 Constraints
Describe the project boundaries and constraints – what is included in the scope and what is not included,
what are the important elements to consider during the delivery of this project -Topics might include:
• Program facility must remain operational during the construction period
• “Swing space” required
• Components must match existing
• Dangerous goods or chemical present
• Site can only be accessed via winter roads
• Construction materials must be barged to a remote northern site
• Technology used must be easily maintained without the use of specialized tools or equipment
• Allowable effects on neighbours – noise, vibration, etc.
• End of lease (need to vacate the space)
• Client operational requirements – busy time at the end of calendar year and tax period (Taxation
department)
• Seasonal weather: work performed on the roof, on the ground, on the building envelope, etc.
• Shutdown timing (generator, backup system, etc.)
• Availability of knowledgeable staff (vacations, leaves, training, normal working hours, 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?)

3.3 Work breakdown structure, activity development


The work breakdown structure (WBS) will not be detailed at the beginning of the project but will become
more detailed as the project progresses from the identification to the delivery stages and through the
various phases within each stage. Refer to appropriate NPMS roadmap for a description of key activities
required for each phase.
Use the provided WBS to prepare the project WBS for inclusion in the project schedule (see WBS indent
tree Annex A – Work breakdown structure to be reviewed within the project schedule in 4.0 Time
management and Annex B – Project master schedule)
Describe the approach to subdividing the scope elements down into manageable work packages that
organize and define the total project scope. Use the scope documents, approval documents and project
team meetings to identify the packages. This process will develop the activity list for the project.
See scope management knowledge area.

4.0 Time Management


4.1 Summary
Describe how the Project Team will use proper industry standards and practices in the development and
maintenance of the project master schedule and documents.

4.2 Schedule Development


Describe how the Project Team will work together to develop the project master schedule (e.g. Gantt
chart) with sufficient detail or summary activities and logic to reasonably portray the project.
Describe how all schedules (project master schedule, construction and prime consultant schedules) will
maintain the same work breakdown structure (WBS) as well as milestones and milestones dates.
The current project master schedule should be either annexed to the PPP or PMP (Annex B – Project
master schedule), or if it is filed electronically, the location should be indicated in this section
(construction schedules will not be accepted as the master schedule).

4.3 Major milestones


Use the NPMS deliverables and control points as the major milestones within the project (see Annex C –
Milestone list). These milestones will be used in project performances and general reporting within Real
Property Services.
See time management knowledge area.

5.0 Cost management


5.1 Project cost plan and cash flow
[For PPP]

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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).

5.2 Project cost estimates


[For PPP]
The project information at this stage may not be sufficient to generate a detailed project cost estimate.
However, adopting relevant historical data where appropriate to develop an order of magnitude project
cost estimate should be considered. Referral to the Cost Planners/Estimators (in-house) is recommended.
[For PMP only]
Initiate the preparation of a cost estimate for the project through either an external qualified professional
cost consultant or cost planners/estimators (in-house). Refer to the cost management knowledge area for
the classification of cost estimates. Ensure that the cost estimates accurately represent the defined
scope/design of the project.
Provide the references of the project cost estimate that has been prepared and attach a copy of the latest
estimate to this project plan (see Annex E).
Update the project cost estimates throughout the life of the project as the design develops, to ensure
accuracy of the estimates.
See cost management knowledge area.

6.0 Financial management


6.1 Funding strategies
Describe the funding approvals required and the planned steps to obtain funds and approvals. (i.e. local,
regional, HQ, TB or other). Indicate if the project is single funded (PSPC or OGD) or multi-funded

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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.

6.2 Approved funding


Provide in Annex F a summary of approved funding. Indicate whether the approved funding is from an
internal PA or EA or from a client department. Is the funding part of existing corporate plans? If so,
provide the reference (for example, provide the TB minute number).
See financial management knowledge area.

7.0 Change management


7.1 Technical side of change
7.1.1 Scope management
Describe the tools, techniques and approach to be taken to control changes in scope, to determine
who will have authority for such change, to identify who will pay for additional fees/costs, and to
monitor the impact on other aspects such as the budget, schedule, and risks associated with the
approved changes. Note that in the preliminary project plan, this section may not be highly
developed.
7.1.2 Time management
Following the scope management process, any approved changes to scope must be included in the
project schedules and narratives and approved by the project team.
7.1.3 Cost management
The project team must ensure that any approved scope changes following the scope management
process must be documented accordingly and any impact on the cost has to be evaluated and
reflected in the project cost plan.

7.2 People side of change


In the case of projects that may have effects on employees, such as Workplace 2.0 fit-up or activity based
workplace (ABW) projects, base building, and renovations, the project team is encouraged to
communicate with the project change manager (from the PSPC project team in the case of a PSPC
project, or from the client department project team in the case of an OGD project) and with the PSPC
change management advisor (from the PSPC Workplace Solutions Change Management Unit) assigned to
the project, regarding all change-related matters that will affect employees.
See stakeholder management knowledge area.

8.0 Risk management


Risk analyses and plans are to be prepared following TB guidelines and the NPMS risk management
knowledge area. Include a summary of the major risks identified and their potential impacts relative to
cost, schedule, quality and political objectives of the project. Describe the planned responses to mitigate,
minimize or avoid impacts on costs, schedules and quality. The complete risk analysis and risk
management plan are to be included as an annex (Annex G) or a reference document. The potential
impact costs associated with the risk analysis should also be included in the cost estimates shown in the

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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.

9.0 Procurement management


This section covers the plans to procure the goods and services needed for the successful identification
and delivery of the project.

9.1 Consultant acquisition


Describe the processes to be used for acquiring consultants for the project identification and delivery
stages. For example, what consultants will be required to supplement the project team in the
definition/analysis process or producing feasibility studies? Will they be engaged through a one- or two-
stage request for proposal (RFP) process, a standing offer, a sole source (when justified) contract, an
expression of interest, the landlord, the prime consultant contract (for specialist consultants) or other
means? On occasion, the client may have its own existing contract with a specialist – will this contract be
extended or amended?

9.2 Contractor acquisition


Describe the processes to be used for acquiring contractor(s). Describe the planned processes for
realization of the project. Does the construction have multiple phases? Will the construction be delivered
through design-bid-build, construction management, design-build, lease- purchase, lease fit-up or some
combination of these? The reason for the choice should be explained. Reasons might include the urgency
of the project that emphasizes the type of project delivery such as: Fast Track, emergency conditions,
weather permitted schedule, etc.
Reference the generic roadmap to be followed here.

9.3 Goods and services acquisition


Describe the planned processes for acquiring purchased goods, such as furniture, IT equipment, scientific
equipment, vehicles, long delivery items such as switchgear, security systems, etc.
See procurement management knowledge area.

10.0 Quality management


10.1 Project document file management
The need to maintain hard-copy records falls under the purview of the National Archives Act. A records
management system is required for every project, in accordance with PSPC records management policies.
Consult the National Project Management Directive on Document Management for Real Property
Projects for a description of the requirements for proper document management of real property projects,
and specify which version of the Electronic project filing structure you will use.

10.2 Project reviews


In this section, you must indicate which project review will be done for the project. Consult the National
Project Management System Directive on Real Property Project Reviews, determine the level of project

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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.

10.3 Design reviews


Describe how plans and specifications will be reviewed, at what stages (e.g. 33%, 66%, 99%), and
members of the design review team.

10.4 Project monitoring and reporting


10.4.1 Key performance indicator
Indicate when the KPI must be updated (scope, time, cost) in SIGMA. For projects over $1M, KPI must
be updated quarterly at a minimum for national reporting.
10.4.2 Schedule monitoring and control
Describe how the project team will baseline the approved project master schedule and milestones, and
will monitor and control the project progress.
Describe how the project team will provide project status, variance reporting and cash flow projection
reporting and determine the frequency of reporting.
10.4.3 Cost monitoring and control
Variances between the current budget estimates and approved funding will be reported on a monthly
basis. Describe the methodology and/or tools for cost control and management of changes. For example:
• Measures to manage cost due to scope modifications. Reviews of consultant work to ensure that
the quality and design approaches are consistent with the budget and project intent
• Value engineering exercises
• Change order management

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.

10.6 Authorities having jurisdiction


List the authorities that will need to be consulted and from whom approvals or permits will be required.
Such authorities might include Labour Canada, TB, provincial bodies, municipal governments, Health
Canada, Environment Canada, Fisheries and Oceans, Transport Canada, and the International Boundary
Commission.

10.7 Project evaluation


Describe the criteria, methods and techniques to be used to evaluate whether and how well the completed
project meets the stated objectives. Will a lessons-learned evaluation session be conducted? If so, provide

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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.

11.0 Safety management


Describe the actions proposed to meet the due diligence aspects of construction safety. If the construction
takes place in areas occupied by federal employees or where the public might have access, how will their
safety be ensured? What interaction will be required with provincial jurisdictions? Confirm who is the
constructor? Who has the constructor’s responsibilities? Is this a leased facility or crown-owned building?
Do we have a H&S officer assigned to this project? What is this person’s role and responsibilities?
See safety management knowledge area.

12.0 Human resources management


12.1 Project team structure
Provide a project organizational chart that shows the individuals required for all aspects of the project
(appropriate for the scope and nature of the project). Ensure the type of services are listed as defined in
the work breakdown structure (WBS) in section 3.3, including but not limited to the following:
• Project management
• Contracting and procurement
• Real estate services
• Consulting services (architectural, interior design, mechanical, electrical, and structural)
• Specialist consulting (audio-visual system, courtroom design, vibration analysis consultant,
cabling consulting (voice, data, image), etc.)
• Geotechnical consulting
• Cost-estimating services
• Scheduling services
• Functional and technical programming
• Interior environment consulting (acoustics, thermal comfort, lighting, art gallery, archives, etc.)
• Laboratory/bio-safety specialist
• Commissioning agent services
• Testing services
• Communication and information technology (IT) services
• Public relations services
• Environmental services
• Hazardous waste management services
• Wind and snow studies
• Metallurgical services
• Security systems
• Health and safety consultant
• Horticulturist (interior and exterior planting)
• Review committees (PRAC, COE, HRSDC, City of XX, etc.)
List the resources required from internal or external sources, such as real estate, IT, and environmental
services. Who are the third parties? If need be with multi-source funded projects, different colored

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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.

12.2 Roles and responsibilities


Explain the roles and responsibilities of all members of the project team, refer to the project charter for
client responsibilities. The organization structure should clearly show the authority and approval levels in
the team structure for the project. This section should be used to further explain roles not covered in the
project charter.
See human resources management knowledge area.

13.0 Communications management


13.1 Internal communications plan
“Internal communications” refers to communications between parties to the project. The internal
communications plan should describe the type and manner of communications between members of the
project team, including consultants, clients and contractors. Describe the lines and methods of
communication, the types and frequency of reports, the requirements for ministerial briefing notes, and
other forms of communication to be provided and to whom. What common software suite will be used as
the standard written communication package between all team members? (This is more of an issue when
dealing with OGD clients.)
The author is free to break this section down into subheadings to deal with each team component
separately, i.e.
a. in-house PSPC communication
b. consultant team
c. clients
d. contractors
e. landlord
f. service providers
g. etc.
This section could be augmented with a graphic “Project Communication Diagram” with solid lines and
dotted lines to show the type of communication that is expected. No line means no communication.

13.2 External communications plan


“External communications” refers to communications with those outside the immediate project team.
Planning for this type of communications can be politically sensitive and will require input from the
communications officer. Provide details on how information will be handled for the media, members of
the public, government public relations, members of Parliament, OGDs, agencies or specialist interest
groups. Include planning for any opening, sod-turning or ribbon-cutting ceremonies in this section. If the
communications plan is complex, include the main elements of the communications plan in this section
and attach the complete plan as an annex.
See communications management knowledge area.

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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.

15.0 Claims management


Provide information on the planned strategies for claims prevention. Describe proactive strategies, such as
alternative dispute resolution mechanisms and escalation ladders to resolve potential claims quickly and
at the lowest level. Describe any planned partnering sessions or education of consultants and contractors
on specialized work. Claims often stem from poor-quality or unclear documents. Therefore, plans for
mitigating claims arising from this risk should be covered in the quality management section.
In the event of a formal claim, update the project management plan with the description of the claim and
the settlement amount; how it was funded (PSPC, client, shared responsibility, etc.)? What mechanism
was used for the payment? Who was involved in the negotiations and their position title at the time of the
negotiation? Was litigation required? Indicate under what file number the claim and settlement
documents reside.
See claims 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.

16
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.

References (not attached)


[Provide document name (or descriptive title) and where the document can be found either in the central
records files or in GCDOCS.]
The following documents are not attached but contain pertinent information regarding this project. They
can be located as noted below:
Location File
No. Reference Document Name (e.g. – File No.,
Web Address, etc.)
Volume No

17
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.]

18
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.

WBS indent tree (asset project):


1 PROJECT TITLE
1.1 PROJECT INCEPTION STAGE
1.1.1 DEFINITION PHASE
1.1.1.1 STATEMENT OF REQUIREMENTS APPROVAL PROCESS
1.1.1.1.1 STATEMENT OF REQUIREMENTS (SOR)
1.1.1.1.2 APPROVED STATEMENT OF REQUIREMENTS
1.2 PROJECT IDENTIFICATION STAGE
1.2.1 INITIATION PHASE
1.2.1.1 PRELIMINARY PROJECT PLAN APPROVAL PROCESS
1.2.1.1.1 PRELIMINARY PROJECT PLAN (PPP)
1.2.1.1.2 APPROVED PRELIMINARY PROJECT PLAN
1.2.2 FEASIBILITY PHASE
1.2.2.1 FEASIBILITY REPORT (FR) PROCESS
1.2.2.1.1a TOR/RFP DEVELOPMENT (FS)
1.2.2.1.1b TOR TENDER AND AWARD (FS)
1.2.2.1.2 RFP TENDER AND AWARD (FS)
1.2.2.1.3 INVESTIGATIONS AND REPORTS (I&R)
1.2.2.1.4 FEASIBILITY STUDIES (FS)
1.2.2.2 APPROVED FEASIBILITY REPORT (AFR) PROCESS
1.2.2.2.1 FEASIBILITY REPORT (FR)
1.2.2.2.2 APPROVED FEASIBILITY REPORT (AFR)
1.2.3 ANALYSIS PHASE
1.2.3.1 PROJECT APPROVAL (PA) PROCESS
1.2.3.1.1 INVESTMENT ANALYSIS REPORT (IAR)
1.2.3.1.2 TB SUBMISSION
1.2.3.1.3 PROJECT APPROVAL (PA) AND EXPENDITURE AUTHORITY (EA)
1.2.4 IDENTIFICATION CLOSE OUT PHASE
1.2.4.1 IDENTIFICATION STAGE CLOSE OUT PROCESS
1.2.4.1.1 IDENTIFICATION CLOSE OUT DOCUMENT (ICOD)
1.3 PROJECT DELIVERY STAGE
1.3.1 PLANNING PHASE
1.3.1.1 CONFIRM PA PROCESS
1.3.1.1.1 PROJECT MANAGEMENT PLAN (PMP)
1.3.1.1.2 APPROVED PMP
1.3.2 DESIGN PHASE
1.3.2.1 DESIGN DOCUMENT PROCESS
1.3.2.1.1 TERMS OF REFERENCE DEVELOPMENT (PRIME)
1.3.2.1.2 TENDER AND AWARD (PRIME)
1.3.2.1.3 ANALYSIS OF PROJECT REQUIREMENTS
1.3.2.1.4 DESIGN CONCEPTS

19
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)

WBS indent tree (space project):


1 GENERIC LEASE
1.1 PROJECT INCEPTION STAGE
1.1.1 DEFINITION PHASE
1.1.1.1 STATEMENT OF REQUIREMENTS APPROVAL PROCESS
1.1.1.1.1 STATEMENT OF REQUIREMENTS (SOR)
1.1.1.1.2 APPROVED STATEMENT OF REQUIREMENTS
1.2 PROJECT IDENTIFICATION STAGE
1.2.1 INITIATION PHASE
1.2.1.1 PRELIMINARY PROJECT PLAN APPROVAL PROCESS
1.2.1.1.1 PRELIMINARY PROJECT PLAN (PPP)
1.2.1.1.2 APPROVED PRELIMINARY PROJECT PLAN
1.2.2 FEASIBILITY PHASE
1.2.2.1 FEASIBILITY REPORT (FR) PROCESS
1.2.2.1.1 TOR/RFP DEVELOPMENT (FS)
1.2.2.1.2a TOR TENDER AND AWARD (FS)
1.2.2.1.2b RFP TENDER AND AWARD (FS)
1.2.2.1.3 INVESTIGATIONS AND REPORTS (I&R)
1.2.2.1.4 BASE FUNCTIONAL PROGRAM
1.2.2.1.5 BASE TECHNICAL PROGRAM
1.2.2.1.7 FEASIBILITY STUDIES (FS)
1.2.2.2 APPROVED FEASIBILITY REPORT (AFR) PROCESS
1.2.2.2.1 FEASIBILITY REPORT (FR)
1.2.2.2.2 APPROVED FEASIBILITY REPORT (AFR)
1.2.3 ANALYSIS PHASE
1.2.3.1 PROJECT APPROVAL (PA) PROCESS
1.2.3.1.1 INVESTMENT ANALYSIS REPORT (IAR)
1.2.3.1.2 TB SUBMISSION
1.2.3.1.3 PROJECT APPROVAL (PA) AND EXPENDITURE AUTHORITY (EA)
1.2.3.1.4 LEASE CONTRACT APPROVAL (LCA)

1.2.4 IDENTIFICATION CLOSE OUT PHASE


1.2.4.1 IDENTIFICATION STAGE CLOSE OUT PROCESS
1.2.4.1.1 IDENTIFICATION CLOSE OUT DOCUMENT (ICOD)
1.3 PROJECT DELIVERY STAGE
1.3.1 PLANNING PHASE
1.3.1.1 PROJECT MANAGEMENT PLAN (PMP) PROCESS
1.3.1.1.1 PROJECT MANAGEMENT PLAN (PMP)
1.3.1.2 CONFIRM PA PROCESS
1.3.1.2.2 CONFIRM PA
1.3.1.3 LEASE EXPRESSION OF INTEREST PROCESS
1.3.1.3.1 DOCUMENT PREPARATION
1.3.1.3.2 REQUEST FOR INFORMATION
1.3.1.3.3 REQUEST FOR QUALIFICATIONS
1.3.1.3.4 OFFERS TO LEASE

20
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)

21
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    

23
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    

24
Annex D – Project cost plan and cash flows
[Attach project cost plan here]

25
Annex E – Project cost estimate

Total estimate Estimate


Date Prepared by PSPC contact
($) classification
Order of
magnitude
D
C
B
A

Annex F – Funding summary

Control Funding Approved


Phase Date approved Approval body
point request funding
Definition SORA
Analysis PA
Design EA

26
Annex G – Risk management plan
[Attach risk management plan here]

27

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