Treasury Board of Canada
Secretariat	Secrétariat du Conseil du Trésor 
du Canada	

Enhanced Management Framework
Project Planning Process

Document Revision Draft 1.0
Date of Issue: January 2000

Process Owner: Enhanced Management Framework

PPTO-PS-002

Table of Contents
1.	Introduction	1
1.1	Purpose	1
1.2	Scope	1
1.3	Roles	1
1.4	Definitions and Acronyms	2
1.5	References	2
1.6	Inquiries	3
2.	Process	4
2.1	Entry Criteria	4
2.2	Process Map	4
2.3	Inputs	6
2.4	Activities	7
2.5	Outputs	8
2.6	Verification and Validation	9
2.7	Exit Criteria	9
2.8	Metrics	9
2.9	Records Control Table	9
2.10	Controlled Documents Table	10
Annex A – Lexicon	11
Annex B – Acronyms	12
Annex C – Flowcharting Symbols	13
Annex D – Bibliography	14
Annex E – Document Change Control	15

1.	Introduction
1.1	Purpose
The purpose of this document is to describe the process to be followed by a project manager to plan a project.
1.2	Scope
This process is applicable to any Information Management/Information Technology (IM/IT) project and to any phase of the IM/IT development life cycle.
1.3	Roles
Everyone in the organisation has a role to perform in this process.  
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. http://www.publiservice.tbs-sct.gc.ca/pubs_pol/dcgpubs/TBM_122/ABKGLOS_e.html
	
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. http://www.publiservice.tbs-sct.gc.ca/pubs_pol/dcgpubs/TBM_122/ABKGLOS_e.html	
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. http://www.publiservice.tbs-sct.gc.ca/pubs_pol/dcgpubs/TBM_122/ABKGLOS_e.html 	
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  Key Practice:  Software Project Planning.
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:
http://www.publiservice.tbs-sct.gc.ca/pubs_pol/dcgpubs/TBM_122/siglist_e.html
1.5.3	Standards
Annex A – Flowcharting Symbols
1.5.4	Processes
PPTO-PS-001 Project Management 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 Guidelines
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
1.5.9	Training
For further information on training:
Go to www.cio-dpi.gc.ca/emf/emfindex_e.html
1.5.10	Tools
For further information on tools:
Go to http://www.cio-dpi.gc.ca/emf/Publications/SoftwareToolsReport/stf_e.html 
1.6	Inquiries
For further information on this process:
Go to www.cio-dpi.gc.ca/emf-cag/index_e.asp
2.	Process
2.1	Entry Criteria 
The following entry criteria describes the input’s state, an event, or an expired amount of time, which is required before this process can begin.
 Details of Entry Criteria	
•	Approved Business Case
•	Approved Project Charter
•	Approved Set of Requirements, as required by your IM/IT methodologies	

2.2	Process Map
The overall process flow given below shows the interaction and flow among the activities.  More details about the activities can be found in 2.4 Activities. 

2.3	Inputs
The following inputs are used in this process. Where they don’t exist, identify any associated risks.
Input	Detail of Inputs and remarks	Ref.	
Business Case	The identification and justification of an IM/IT project that relates the IM/IT project to program priorities and the measurable improvements in program performance.
•	Identifies the opportunity
•	Describes the added value
•	Describes the IM/IT solution
•	Identifies the indicators to measure improvements in program performance.	EMF Business     Case Guideline	
Project Charter	An agreement between technical and business groups defining:
•	Partners & external stakeholders
•	Project management framework
•	Roles, responsibilities, accountabilities and activities
•	Management commitments
•	Empowerment framework	EMF Project Charter Template	
Enterprise Database	•	Actuals from previous IM/IT Projects for comparison and verification of the planning process.		
IM/IT Methodology Deliverables	•	Architectures, processes, templates, etc…		

2.4	Activities 
The following activities are performed in this process.  Document all assumptions, risks, constraints etc. in the Project Plan.
No.	Activities	Action by	Detail of Activities and Remarks	Ref.	
1	Requirements                                                                            Management 	PM	•	Requirements management in the context of overall project management is documented in PPTO-PS-001 Project Management Process.	PPTO-PS-001	
2	Negotiate Commitment  	PM	•	Negotiations have begun.
•	Estimates (activities 3-6) must  be done in parallel with other planning activities before final commitment.		
3	Decompose Requirements	PM	•	Create a Work Breakdown Structure (WBS).  Identify the processes and deliverables for the project and map the requirements to processes and deliverables. The WBS should reflect organisational System Development Life Cycle (SDLC).
•	Review WBS with affected groups and individuals. 
•	If requirements are divided into interdependent individual projects a multi project plan will be required to cover interdependencies and integration.
	PPTO-TM-002	
4	Estimate Product Size	PM
PTM	•	Estimate Product Size for each product element using your organisation’s estimation methods, tools and techniques. In the absence of the above use the referenced procedure for estimating software product size.  
•	Project tracking in the context of overall project management is documented in the referenced documents.	PPTO-PD-001
PPTO-TM-002	
5	Estimate Project Resources	PM
PTM	•	Estimate Project Resources using your organisation’s estimation methods, tools and techniques. In the absence of the above use the referenced procedure for estimating project resources.  	PPTO-PD-002
PPTO-TM-002
	
6	Develop Schedule	PM
PTM
	•	Develop Schedule using your organisation’s estimation tools and techniques. In the absence of the above use the referenced procedure for developing schedule. 
•	Does Plan meet need?
[YES]  results in obtaining approval of the project plan.  Go to activity 7.
[NO]  results in re-negotiating requirements (i.e. De-Scope or more effort, schedule, or funds).   Then  re-plan.  Go to activity 2.
	PPTO-PD-002
PPTO-TM-002	
7	Obtain Commitment and Approval	PL
PM
PTM	•	Approval is received from all affected groups and individuals.		
8	Project Tracking	ALL	•	Project tracking in the context of overall project management is documented in the referenced documents.	PPTO-PS-001
PPTO-PS-003	

2.5	Outputs 
The following outputs are produced or modified by the activities in this process.
Output	Detail of Outputs and Remarks	Ref.	
Project Charter	•	Possible modifications	EMF Project Charter Template	
Project Plan	•	Project estimates are included in the Project Plan	PPTO-TM-002	
Project Deliverables	•	Deliverables the customer will receive		
IM/IT Methodology Deliverables	•	Deliverables the IM/IT organisation requires to produce the solution		
Enterprise Database	•	Compare original estimates to actuals
•	Update historical data for use in future projects

2.6	Verification and Validation
Output Validation	To determine if the outputs are within specification, 
•	Use the (PEER-PS-001) Peer Review Process and any techniques described in your IM/IT methodology.
•	Use validation techniques referred to in your IM/IT methodology such as testing, demonstration, analysis and inspection.

2.7	Exit Criteria
Details of Exit Criteria	
•	Approved Project Plan.	

2.8	Metrics
Refer to Enhanced Management Framework, Exposure Draft Executive Toolkit, November 22, 1999 for the Project Health Check Dashboard.
2.9	Records Control Table
Not applicable at this time.  Populate table if seeking ISO certification. For more information, refer to (PPTO-TM-001) Process/Procedure Template.
Description
(no. and name)	Storage Location	Filing / Index	Minimum Storage Period	

				

2.10	Controlled Documents Table
Not applicable at this time.  Populate if seeking ISO certification. For more information, refer to (PPTO-TM-001) Process/Procedure Template.
Number	Name	Revision Date
(or version)	Owner	

Annex A – Lexicon
Refer to the Enhanced Management Framework Lexicon or insert a reference to your organisation’s Lexicon.

Annex B – Acronyms
Refer to the Enhanced Management Framework Acronyms or insert a reference to your organisation’s Acronyms.

Annex C – Flowcharting Symbols

		
Parallelograms represent inputs and outputs to or from a process/procedure.		

		
Rectangles represent individual process/procedure activities.  	Diamonds represent important decision points in the process/procedure.	

		
Lines with arrowheads connect symbols to show the progression or direction of the activities.	Circles represent connectors when a process/procedure flowchart continues on the next page.	

Annex D – Bibliography

Humphrey, Watts, Managing the Software Process, Addison Wesley, Reading Massachusetts, 1990.

Refer to Enhanced Management Framework Web Links.

 

Annex E – Document Change Control
Revision Number	Date of Issue	Author(s)	Brief Description of Change	
0.1	1999-06-15	EMF/PPTO	Initial Draft	
0.2	1999-08-30	EMF/PPTO	Initial review from the PPTO WG meeting 1999-08-24.	
0.3	1999-09-07	EMF/PPTO	Included additional comments from PPTO members based on a second review.	
0.4	1999-09-13	EMF/PPTO	Included additional comments from PPTO members based on a third review.	
1.0	1999-11-09	EMF/PPTO	First Draft	
1.0	2000-01-21	EMF/PPTO	Second Draft