Project Planning: Making partnership work. Discussion with the Real Property Institute of Canada June 15, 2011

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1 Project Planning: Making partnership work Discussion with the Real Property Institute of Canada June 15, 2011

2 Today s discussion The Project Management System at PWGSC The Project Leader role The Project Management Office Leveraging the private sector 2

3 Project Management Context Architecture and Engineering Heritage Conservation Environmental Services Assets and Facilities Management Project Management 3

4 The PWGSC National Project Management System Delivering the right project... Monitoring and Control...and delivering the project right Monitoring and Control 4

5 1 What is NPMS? PWGSC project management methodology. The system covers BEGINNING to END, project planning and delivery from project inception, through approval and delivery. Specific types of project addressed through ROADMAPS. Web NPMS Context Overview 5

6 Why is the NPMS Important? 1 Requires engagement of project stakeholders from the start of projects to ensure that projects are developed with realistic scope, costs, and schedules Provides documented approaches to keep project objectives on track NPMS is aligned with new Treasury Board policies on investment planning and on the management of projects, 6

7 NPMS Features 1 Nationally consistent Generic model easily customized through the use of roadmaps. NPMS Lite model reducing the paperwork for low risk projects. Formal control points to assist PWGSC, partners and clients to clarify: o Project requirements o Resources required to plan and implement projects successfully; and o Partner/ client priority setting processes 7NPMS Overview

8 Model Overview 3 Stages 9 Phases Financial implications Control points (approval: accountabilities) Web Context NPMS Overview Deliverables 8

9 Inception Stage Purpose to provide a forum for vetting real property proposals to ensure that proposed projects are in keeping with PWGSC portfolio strategies to respond in the most effective manner possible. 9

10 Statement of Requirement 2 Purpose: To define the "problem or opportunity" in order to seek approval to develop a project up to the Analysis Phase (PPA/LPA). First project approval document. Content: Section I - Purpose / Problem Statement - Background - Problem/opportunity Definition - Risk Considerations Section II - Client Approvals Sought - PWGSC Approvals Sought - Risk(s) of Not Proceeding - Approval Authority - Source of Seed Funding & Next Steps 10 Project Inception Stage

11 Project Identification Stage Purpose to ensure that projects submitted for PPA/LPA have been adequately developed and analyzed (in the context of PWGSC Real Property Program and Centralized Portfolio management) Projects represent the best investment solution. 11

12 Project Plan & Project Charter 3 PROJECT PLAN PROJECT CHARTER Project Leader/ Project Manager Client Agreement (External) Plan for whole team (internal to PWGSC) PROJECT CHARTER - Mandatory needed for client agreement on all the key parameters of the project (scope, time, and cost) prior to LPA/PPA - Confirms client commitment to expend client funds and resources in developing and/or delivering the defined project. - In conjunction with the Statement of Requirements to articulate and confirm understanding and agreement related to project goals and objectives, guiding principles, roles and responsibilities, and issue resolution processes. 12 Project Identification Stage

13 Project Charter Templates 3 4 templates available: Simplified Project Charter for space project low risk Project Charter for space based project (used for major projects) Project Charter for OGD projects Project Charter for a Program of Work (OGD projects) Project Identification Stage 13

14 Project Plan Table of Contents 3 Executive Summary 2.0 Introduction 3.0 Scope Management 4.0 Schedule Plan 5.0 Financial Management 6.0 Cost Management 7.0 Risk Management 8.0 Procurement Management 9.0 Quality Management 10.0 Safety Management 11.0 Human Resources Management 12.0 Communications Management 13.0 Environmental Management 14.0 Claims Management 15.0 Signatures Annexes References Project Identification Stage 14

15 Feasibility Report 3 Defines the range of potential solutions to the defined problem Documents non-financial evaluations to permit the project leader to define all viable potential solutions that should be further analyzed in the IAR. Includes indicative/class D estimates & schedules for options to be carried forward as input to the financial analysis of options for IAR in Analysis Phase Justifies why any potential solutions were considered to be non-viable and thus laid aside. 15 Project Identification Stage

16 Investment Analysis Report (IAR) 3 The Investment Analysis Report presents viable potential solutions: Pro s and con's of each viable potential solution Evaluation of options against a predefined set of criteria Final recommendation of the single preferred solution The IAR includes (among other things) a series of financial and non-financial evaluations. These serve to justify the rationale behind the recommendation. 16 Project Identification Stage

17 Project Delivery Stage Purpose to translate the approved project objectives and requirements into technical criteria to allow for detailed design and full implementation of the end product. Note: For lease projects typically there is no EPA 17

18 Web Site Knowledge Areas / Matrix 1 Integration Management Scope Management Cost Management Time Management Risk Management Quality Management Human Resources Management Communications Management Procurement Management Safety Management Environmental Management Financial Management Claims Management NPMS Overview 18

19 Web Site Technical Guides 1 Accessibility Commissioning Heritage Mechanical and Maintenance Engineering National Master Specification Seismic Resistance Signage Telecommunications Thermography NPMS Overview 19

20 NPMS Model Typical Application for OGD Projects 1 Web NPMS Context Overview Client Responsibility (PWGSC inputs) 20

21 NPMS Key Roles and Responsibilities 1 Project Leader Role (client) Coordinate input from various stakeholders and prepare documentation for obtaining project approvals (PWGSC and client sign-offs) Project Manager Provide input to options evaluation Manage delivery of fit-up construction NPMS Overview 21

22 The Leader and the Manager Project Sponsor/Leader responsible to identify project requirements (scope) and to provide funding and overall leadership for the project. They are the principal contact between the client department and the project team. Ensures that project is properly defined to meet requirement Ensures that the right project is done Project Manager responsible to the client for the management of all activities related to the delivery of the project within established project requirements and budgets. Ensures that project is delivered within agreed upon constraints Ensures that the project is done right 22

23 National Project Management Office Provision of expert advice for the management of real property projects in the federal government, namely: National functional direction for project management in RPB; Project monitoring and reporting Project reviews of major and sensitive projects requiring national approvals Support and quality assurance in project planning, scheduling, monitoring, controlling, cost management, construction contracts management and claims prevention. 23

24 Integrated Support Centre Contract Change Order Claims Management Contract management Risk Management Cost Management Time Management 24

25 Service Management Framework Public Sector Accountability with Private Sector Responsibility Transformation change of mind set National Tools developed Comprehensive how to Checklists Contracting oversight 25

26 Leveraging the private sector Standing Offers for Project Management Support Services Scope Management Risk Management Quality Management Change Management Time Management/control Cost Management Communication Management Project Startup Preparation Financial Control & Monitoring Meet with Client Client Opportunity/Need Identification (SoR) Project Charter Preliminary Project Plan Consultant Terms of Reference Consultant Service Agreement preparation 26

27 Task and Service Professional Solution Existing procurement tool expanded for Real Property Services Expected to be in place in the Fall

28 Categories of Consultants Human Resources Services Class 1.1 Human Resources Consultant 1.2 Classification and Organ ztnl Design Consultant 1.3 Employment Equity Consultant 1.4 Employee Relation Consultant 1.5 Compensation Consultant 1.6 HR information System Consultant 1.7 Leadership Development Consultant 1.8 Staffing Consultant 1.9 HR Policy Development Consultant 1.10 HR Assistant Consultant Business Services/ Change Management Services Class 2.1 Business Analyst 2.2 Business Continuity Consultant 2.3 Business Consultant 2.4 Organization Development Consultant 2.5 Business Process Consultant 2.6 Change Management Consultant 2.7 Needs Analysis and Research Consultant 2.8 Business Architect 2.9 Statistics Specialist 2.10 Knowledge Management Consultant 2.11 Information/Record Mgmt Specialist Project Management Services Class 3.1 Project Administrator 3.2 Project Manager 3.3 Project Leader / Executive 3.4 Project Planner 3.5 Quality Assurance / Management Specialist 3.6 Risk Management Specialist 3.7 Procurement Specialist 3.8 Financial Specialist 3.9 Project Monitor 3.10 Technical Writer Real Property Project Management Services Class 4.1 Project Administrator for Real Property 4.2 Project Manager for Real Property 4.3 Project Leader / Executive for Real Property 4.4 Project Planner for Real Property 4.5 Risk Management Specialist for Real Property 4.6 Procurement Specialist for Real Property 4.7 Financial / Cost Specialist for Real Property 4.8 Technical Writer for Real Property 4.9 Communications / Graphics Specialist for Real Property 4.10 Portfolio Planner for Real Property NEW 28

29 Questions? 29

30 Who is in our National Office Marc Beaudoin, Director: Sylvain Carrier, Project Management Practices: Suzanne Bastien, Project Quality: Louise Proulx, Contracting, Claims, Risk: Paul Sutherland, Estimating and Costing: Paul Bill Newman, Planning and Scheduling:

BUSINESS CASE FRAMEWORK AND PROCEDURES

BUSINESS CASE FRAMEWORK AND PROCEDURES Section Finance Contact National Capital Manager Last Review May 2014 Next Review May 2017 Approval N/A Document Purpose: This document establishes Massey University