Treasury Board of Canada Secretariat
Symbol of the Government of Canada

ARCHIVED - Project Planning Process

Warning This page has been archived.

Archived Content

Information identified as archived on the Web is for reference, research or recordkeeping purposes. It has not been altered or updated after the date of archiving. Web pages that are archived on the Web are not subject to the Government of Canada Web Standards. As per the Communications Policy of the Government of Canada, you can request alternate formats on the "Contact Us" page.

An Enhanced Framework for the Management of Information Technology Projects

PPTO-PS-002 Project Planning Process

January 2000
Chief Information Officer Branch
Treasury Board of Canada Secretariat

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 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 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:

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

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.

Process Map (4969 bytes)

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.
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.
4 Estimate Product Size PM
  • 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.


5 Estimate Project Resources PM


  • 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.


6 Develop Schedule PM


  • 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.


7 Obtain Commitment and Approval PL


  • 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.

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
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.

(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)

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

Flowcharting Symbols  
Parallelograms represent inputs and outputs to or from a process/procedure.  
Flowcharting Symbols Flowcharting Symbols
Rectangles represent individual process/procedure activities. Diamonds represent important decision points in the process/procedure.
Flowcharting Symbols
Flowcharting Symbols
Flowcharting Symbols
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