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ARCHIVED - Project Management Process

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1. Introduction

1.1    Purpose

This document describes how the project management processes work together to form a management system directed toward meeting Information Management/Information Technology (IM/IT) delivery commitments.

1.2   Scope

This document is applicable to any IM/IT project.

The scope covers the processes necessary to support IM/IT delivery commitments at the portfolio level. These processes include organisation-wide processes at the portfolio level, and project-based processes at the project level.

Project Level Processes Portfolio Level Processes
Requirements Management Process Commitment Control Process
Project Planning Process Project Management Review Process
Estimation Process Software Quality Assurance Process
Project Tracking Process Project Management Processes Overview

1.3   Roles

Everyone in the organisation has a role to perform in these processes.

Role Description/Responsibilities
Project Leader (PL) This is the person appointed by the sponsoring department to be accountable for all external and internal aspects of a capital project.
Project Manager (PM) This is a person formally appointed to manage a project with specific accountability for achieving defined project objectives within allocated resources. A project manager has access to, and a formally defined relationship with, the project leader to which the specific project has been assigned.
Project Team Member (PTM) Software engineer or writer assigned to a project

Responsible for completing project tasks, providing input to plans, and providing status

Project Management Office (PMO) This is a distinct and temporary organisational unit led by the project manager tasked to administer a project. It consists of assigned full or part-time members of the sponsoring department and, when appropriate, representatives of participating departments working together in accordance with any interdepartmental agreements or memorandums of understanding.
Quality Assurance (QA ) Responsible for support of quality assurance activities.
Configuration Management (CM) Responsible for support of configuration management activities.

1.4 Definitions and Acronyms

Refer to Enhanced Management Framework Lexicon.

Refer to Enhanced Management Framework Acronyms.

Refer to Enhanced Management Framework Web Links

1.5 References

1.5.1 Traceability

This process was designed to satisfy the SEI Software Capability Maturity Model goals for Level 2.

1.5.2 Policies

Treasury Board Secretariat Policies:

  • Capital Plans - Glossary
  • Management of Major Crown Projects
  • Procurement Review Policy
  • Project Management
  • Project Approval

The policies above are located at the following URL:

1.5.3 Standards

Annex A - Flowcharting Symbols

1.5.4 Processes

PPTO-PS-002 Project Planning Process

PPTO-PS-003 Project Tracking and Oversight Process

PEER-PS-001 Peer Review Process

1.5.5 Procedures

PPTO-PD-001 Estimate Software Product Size Basic Procedure

PPTO-PD-002 Estimate Project Resources/Schedule Basic Procedure

1.5.6 Guidelines

EMF Business Case Guideline

1.5.7 Templates

PPTO-TM-001 Process/Procedure Template

PPTO-TM-002 Project Plan Template

PPTO-TM-003 Project Estimates Template

EMF Project Charter Template

1.5.8 Checklists

PPTO-CK-001 Project Management Checklist

1.7 Conceptual Flow

Project Management Process - Conceptual Flow Graphic

The objective of this management system is to establish basic project management processes to track size, effort, quality, cost, schedule, computer resources, and functionality, and to establish the necessary process discipline to repeat delivery within budget, on time, with required functionality and quality, on projects with similar applications. The conceptual flow of these processes is depicted in the following Management System Processes Pyramid:

To meet commitments, it is necessary to:

  • Understand REQUIREMENTS
  • ESTIMATE the work
  • PLAN the work, so the original commitment is achievable
  • Control the COMMITMENT approvals
  • TRACK status against the plans
  • REVIEW status toward commitments, and initiate changes if necessary
  • ASSURE product quality and process compliance and initiate corrective action if necessary
  • Control CONFIGURATION of deliverables and records

From a top-down view, initial commitments are supported by project plans, which in turn are supported by requirements and estimation activities. After initial commitments are made, commitment status monitoring is supported by reviews, which in turn are supported by tracking and assurance activities.

From a bottom-up view, requirements are gathered and estimates of the work effort are made. The results feed into plans, and the plans receive commitment approval. Then, the plans are tracked, and the products and processes are assured. The results feed into reviews, and reviews report status or issues on progress toward commitments.

Throughout, configuration management is applied to prevent loss of important project information such as deliverables and records.