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| − | '''Welcome to the project Navigator FAQ'''
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| − | =<span style="font-family:Trebuchet MS; color: SteelBlue">'''NPMS RENEWAL'''</span>=
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| − | ==<span style="font-family:Trebuchet MS; color: SteelBlue">'''NPMS RENEWAL'''</span>==
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| − | |1=The NPMS Renewal initiative aims to put in place a more comprehensive project management process that is better aligned to industry best practices. NPMS Renewal will address requests from Public Services and Procurement Canada’s (PSPC) project management community for improved efficiency and simplicity as well as recent Treasury Board of Canada Secretariat (TBS) requirements associated with its new Directive on the Management of Projects and Programmes and Policy on the Planning and Management of Investments
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| − | This initiative includes four critical and interrelated components:
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| − | • an interim NPMS update
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| − | • project transition activities associated with Benefits Realization
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| − | • the PSPC Project Navigator
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| − | • the new Project Management Curriculum
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| − | The end goal is that the PSPC Project Navigator will completely replace the current NPMS by winter 2021, with existing projects becoming fully compliant through phased implementation over three years.|bg=#ececec|padding=10px
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| − | |2=What is the National Project Management System (NPMS) Renewal initiative?}}
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| − | |1=NPMS Renewal offers PSPC the opportunity to holistically assess how the NPMS has evolved and improve upon areas that have gradually become cumbersome. The result of this assessment will be the evolution of the NPMS into the newly-branded PSPC Project Navigator—a single linear process with consolidated documentation and project gates.
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| − | By streamlining the documentation, project managers at PSPC are able to spend more time on planning and less time on repetitive tasks. The revitalized process introduces simplicity and integration, while empowering anyone managing projects to achieve even greater levels of delivery excellence and efficiency.|bg=#ececec|padding=10px
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| − | |2=This initiative sounds like a lot of work. How will I be expected to implement this change while maintaining an already busy workload?}}
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| − | |1=At the Project Management & National Capital Area Project Delivery service lines town hall held on January 24, 2020, Assistant Deputy Minister Stéphan Déry referenced the TBS President’s mandate letter, which included a requirement to “improve project management capabilities so that all major projects in government are led by a certified professional with at least five years of experience.” To realize this, the new Project Management Curriculum will be launched to correspond with learning plan submission deadlines. The Curriculum is based on a professionally-recognized approach to competency development, and will help us, as a department, to establish a clearer picture of our project management capacity while better matching knowledge with project complexity. Moreover, the new Project Management Curriculum provides career development opportunities and a path for participants to achieve Project Management Institute (PMI) Project Management Professional (PMP) certification.|bg=#ececec|padding=10px
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| − | |2=How will we build competencies associated with the PSPC Project Navigator?|Category=NPMS Renewal}}
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| − | |1=<p style="text-align:justify;">To facilitate an easier migration from the old to the new, a dedicated team has been put in place to inform stakeholders, to provide learning opportunities and resources, and to establish and support a regional network of PSPC Project Navigator and Project Management Curriculum change agents. The intent is to ensure a continual flow of information and updates, and to provide opportunities to hear stakeholder’s thoughts and concerns.
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| − | |2=The Department has experienced considerable change in the recent past and many people are experiencing fatigue. How will we support employees through this renewal?
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| − | |1=<p style="text-align:justify;">"Due to the TBS requirements, this initiative has had an accelerated schedule. To help ease implementation, the components are being launched sequentially, and a PSPC Project Navigator proof of concept exercise comprising of three to five projects per region will occur to identify and address issues that may arise. To be clear, this exercise will not test a fully functioning PSPC Project Navigator product, but rather will be a period during which documentation components and the gating model are reviewed and improved. Subsequent results will then be submitted to the appropriate governing bodies for their approvals.
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| − | In addition, it is important to understand that building employee knowledge about, and ability with, the PSPC Project Navigator and Project Management Curriculum will continue well after the launch dates. Change agents and tools are being put in place to support those managing projects, including feedback mechanisms that will enable users to report on experiences and highlight areas that may need improvement."
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| − | |2=Do we have enough time to properly prepare for and launch the NPMS Renewal components?}}
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| − | |1=The NPMS Continual Improvement team is the main instrument through which project management processes are made better. The NPMS Renewal represents a core activity for the Continual Improvement team, and they play a critical role in consulting with peers to provide guidance and form a key part of the change agent network.|bg=#ececec|padding=10px
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| − | |2=What is the role of the NPMS Continual Improvement team during this renewal?}}
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| − | |1=The ultimate outcome of NPMS Renewal is the implementation of the PSPC Project Navigator, which will streamline the project management process and ensure greater clarity and efficiency, with a clear gating process. It will also foster better transition and increased collaboration between project leaders and project managers, resulting in greater project continuity. Employees will be afforded opportunities to enhance their project management knowledge and work towards PMI PMP certification through the new Project Management Curriculum.|bg=#ececec|padding=10px
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| − | |2=How will NPMS Renewal benefit those leading and managing projects?}}
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| − | |1="Past experience has demonstrated that managers and supervisors play a pivotal role in ensuring that change is successful by acting as communicators, liaisons, advocates, resistance managers and coaches. The change management team and change agents will provide managers and supervisors with frequent updates on initiative progress, and make available tools and kits associated with the NPMS Renewal created specifically for them.
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| − | Equally important, managers and supervisors will want to know how to guide their employees in implementing the NPMS update, Benefits Realization activities and PSPC Project Navigator, as well as in using the Project Management Curriculum. Training materials that provide simple instruction on how to manage the various components will be made available. "|bg=#ececec|padding=10px
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| − | |2=As a manager or supervisor of those managing projects, what do I need to know about the NPMS Renewal?}}
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| − | |1=The current NPMS will incorporate minor updates associated with the project sponsorship role in fall 2020 that will bring existing NPMS projects closer to TBS compliance. The NPMS Roles and responsibilities for project teams Internet page will be updated to reflect the new requirements, to which existing projects must adhere.|bg=#ececec|padding=10px
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| − | |2=What does the NPMS update entail?}}
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| − | ==<span style="font-family:Trebuchet MS; color: SteelBlue">'''Proof of Concept (PoC)'''</span>==
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| − | |1=NPRAC will be continued.|bg=#ececec|padding=10px
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| − | |2=Will NPRAC be removed or continued?}}
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| − | |1=We are looking for projects that are advanced far enough in project life cycle to allow us to test the major documents in the smart document. For example, project that will allow us to create documents with the predefined information and put through gating. Documents included, but not limited to, scope Statement, Business Cases 1,2,3, and Project Management Plan.|bg=#ececec|padding=10px
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| − | |2=What type of project is selected for PoC?}}
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| − | ==<span style="font-family:Trebuchet MS; color: SteelBlue">'''About the Benefits Realization Activities'''</span>==
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| − | |1=A core piece of the PSPC Project Navigator is documenting and tracking Benefits Realization to ensure that the project benefits that we hope to achieve, as articulated in the business case, come to fruition.
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| − | Beginning in fiscal year 2020 to 2021, new and existing projects will be guided through the process of identifying expected benefits and developing a Benefits Realization plan. Implementation will be through a phased approach, with all projects being aligned with the PSPC Project Navigator process by April 1, 2023.
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| − | During the above process, the National Enterprise Project Management Office will develop and refine a method to track benefits, which will be available for use throughout the Department.
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| − | Implementation schedule for new and existing projects
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| − | • Fiscal year *2020 to 2021: Projects greater than $100 million.
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| − | *During this time, the process will be refined and regional coordinators will be trained.
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| − | • Fiscal year 2021 to 2022: Projects between $20 million and $100 million.
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| − | • Fiscal year 2022 to 2023: All remaining projects.|bg=#ececec|padding=10px
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| − | |2=What do Benefits Realization activities entail?}}
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| − | ==<span style="font-family:Trebuchet MS; color: SteelBlue">'''Project Navigator'''</span>==
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| − | |1=While the National Project Management System name suggests a set of procedures as well as checks and balances used to manage and deliver projects, the focus is firmly placed on objects and processes. When considering the breadth of enhancements in this improved version combined with the associated new curriculum designed to build competencies, it is clear that the new brand should be user-centric.
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| − | The PSPC Project Navigator suggests a distinct value proposition—one in which a clear and intuitive process is in place, with structured learning that helps users manage projects effectively. Its promise is ultimately reflected in the tagline: Simplicity, integration, excellence.|bg=#ececec|padding=10px
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| − | |2=Why are we changing the NPMS name to PSPC Project Navigator?}}
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| − | |1=The PSPC Project Navigator improves upon the current NPMS through:
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| − | ● streamlined documentation
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| − | ● a clear gating model with a “go/no go” decision point
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| − | ● introduction of the project sponsor role
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| − | ● introduction of Benefits Realization and management
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| − | ● general improvements to other existing processes (such as lessons learned and thresholds)
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| − | ● better alignment with the PMI and TBS requirements|bg=#ececec|padding=10px
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| − | |2=How will the PSPC Project Navigator be different from the current NPMS?}}
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| − | |1=Because projects selected for the proof of concept exercise will not utilize a fully functioning PSPC Project Navigator product, their participation does not automatically guarantee full compliance with the final system. Instead, selected projects will test new documentation and the gating model as much as possible, providing the opportunity for exposure to the future of project management in PSPC, and ultimately gaining a “head start” on transitioning from the NPMS to the PSPC Project Navigator.|bg=#ececec|padding=10px
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| − | |2=Will projects chosen for the proof of concept exercise be compliant with the PSPC Project Navigator when it is fully launched?}}
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| − | |1=Once the PSPC Project Navigator is fully launched in winter 2021, the NPMS will cease to apply, and existing projects will be positioned in an equivalent and corresponding spot in the new process continuum. A process crosswalk tool will be made available to assist in this determination. It is very important for those managing existing projects to note that they will not be required to resubmit completed NPMS documentation to fit within the new PSPC Project Navigator process.|bg=#ececec|padding=10px
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| − | |2=How will existing projects transition from the NPMS to the PSPC Project Navigator?}}
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| − | |1=Until the PSPC Project Navigator is fully implemented, new projects will continue to use the NPMS. It is anticipated that these projects will only progress a short way through the NPMS before the PSPC Project Navigator is live, and that these new projects will transition to an equivalent and corresponding spot in the new process continuum, meaning no duplication of efforts will occur.|bg=#ececec|padding=10px
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| − | |2=What process do new projects use during this transition? How do I ensure that I will not have to duplicate efforts once the PSPC Project Navigator is fully implemented?}}
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| − | =<span style="font-family:Trebuchet MS; color: SteelBlue">'''Gating Plan'''</span>=
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| − | |1=A gate is a project approval point at which the project must obtain a go or no go decision. Each gate allows for the continual refinement of the project until close out. Depending on the dollar value, approval and/or authority would come from the regional governance body, national governance, or TBS.|bg=#ececec|padding=10px
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| − | |2=What is a project gate and who is responsible for getting past that gate?}}
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| − | |1=Revolving fund projects will follow the same process as an appropriated project, with the exception of one difference due to governance and funding approvals. OGD projects will be funded through specific service agreements from the client department, who will be required to follow their own governance, and federal accommodation and holdings will be supported through PSPC governance requirements at each gate.|bg=#ececec|padding=10px
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| − | |2=Will all of the required information be applicable for other government department (OGD) projects?}}
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| − | |1=Project charters are required for all projects, whether they are OGD or federal accommodation and holdings projects.|bg=#ececec|padding=10px
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| − | |2=Will accommodation management fit-up projects require a project charter?}}
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| − | |1=This document is for our governance process whether it is an OGD or PSPC project. The document will need to be prepared by whomever, at PSPC, is the direct manager of the project manager or by the delegated project sponsor.|bg=#ececec|padding=10px
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| − | |2=The project charter template states: “The project charter is a document issued by the project initiator/leader that formally authorizes the existence of a project, and provides the project manager with the authority to apply organizational resources to project activities to further define the scope, prepare a Project Management Plan, and execute the final solution.” Is it correct to assume by this statement that the project manager does not prepare the charter, even for OGD work?}}
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| − | |1=Currently , a Business Case is not required for OGD project. However, some documents should be involved or filed to prove that certain items have been received from the client to proceed in project. For examples, emails or SSAs. The Proof of Concept (PoC) will help identify what documents in OGD projects are equivalent to Business Casse . Note that OPMCA does not address OGD requirements.|bg=#ececec|padding=10px
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| − | |2=Is a Business Case required for OGD project?}}
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| − | =<span style="font-family:Trebuchet MS; color: SteelBlue">'''Smart Document'''</span>=
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| − | |1="The goal of a “living” or “evergreen” document is that it evolves over the project lifespan. The document contains progressively more information that is required by the approval process, with updates necessary only before each gate.
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| − | Although there are similarities in both the project charter and Project Management Plan, their purposes are not the same and the responsible lead on each document differs. The project sponsor is responsible for the project charter, which provides a high-level agreement between team members outlining how they will work together towards a common goal. The project manager is responsible for the Project Management Plan, which provides a description of the project scope and detailed view of the time, cost and implementation strategy to be employed.
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| − | "|bg=#ececec|padding=10px
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| − | |2=Why are there so many “living” documents? Why not simply combine the project charter and the Project Management Plan, since these essentially provide the same information, and update them at critical milestones?}}
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| − | |1=The project scope statement is a detailed description of the scope of the project. This document contains the requirements such as full-time equivalents, usable area, standards to meet, etc. It should not contain how the project will be managed. The Project Management Plan is a document that provides the execution strategy for the project, based on the knowledge areas, and lays out the process that the project manager will use to achieve these goals. The project manager is responsible for authoring the project scope statement and the Project Management Plan.|bg=#ececec|padding=10px
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| − | |2=What additional information does the scope statement provide that is not already included in the Project Management Plan?}}
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| − | |1=Project charters are required for all projects, whether they are OGD or federal accommodation and holdings projects.|bg=#ececec|padding=10px
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| − | |2=Will accommodation management fit-up projects require a project charter?}}
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| − | |1=This document is for our governance process whether it is an OGD or PSPC project. The document will need to be prepared by whomever, at PSPC, is the direct manager of the project manager or by the delegated project sponsor.|bg=#ececec|padding=10px
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| − | |2=The project charter template states: “The project charter is a document issued by the project initiator/leader that formally authorizes the existence of a project, and provides the project manager with the authority to apply organizational resources to project activities to further define the scope, prepare a Project Management Plan, and execute the final solution.” Is it correct to assume by this statement that the project manager does not prepare the charter, even for OGD work?}}
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| − | |1=All documents are linked and embedded into a master document. If and when broken links appear in the original template, they will be addressed and repaired. This is an interim solution as we create a more robust and stable platform.
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| − | Linked documents are stand-alone and intended to be used for reference purposes. The concept is that the referenced document is easily found and readily accessible if linked directly in its appropriate knowledge area, rather than listed as a series of links in an annex at the end of the document (e.g. the Benefits Realization link would be found in the Integration section).|bg=#ececec|padding=10px
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| − | |2=A significant number of sections in the Project Management Plan template are simply links to other documents. Why are these sections not embedded within the Project Management Plan so that it stands alone and the risk of broken links is avoided?}}
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| − | |1=At the request of project managers to streamline the process, there will only be one Project Management Plan template for all projects at any dollar value and complexity. The level of detail provided depends on the complexity of the project and its cost. Project managers are expected to provide the appropriate level of detail for their projects, and can determine this through conversations with the document approvers.|bg=#ececec|padding=10px
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| − | |2=Is the Project Management Plan template applicable for all projects of all values OR will there be simplified S-Project Management Plan templates as was the case previously?}}
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| − | |1=Official sponsor letter is only required for project over $100M. There has not been a formalized process for lower value project yet. However, it will be a form of signing letter.|bg=#ececec|padding=10px
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| − | |2=Sponsorship letter are not part of the smart doc, where will they be captured?}}
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| − | |1=It depends on the governance.|bg=#ececec|padding=10px
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| − | |2=What types of signature are required?}}
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| − | |1=There are EPFS v3.3 in place for PoC, with some of the current NPMS deliverables already completed and filed.
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| − | There will be a new version when Project Navigator is officially launched, and a hybrid version for projects using the NPMS and the Project Navigator during the transition.|bg=#ececec|padding=10px
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| − | |2=Where will all the document be stored?}}
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| − | =<span style="font-family:Trebuchet MS; color: SteelBlue">'''Governance'''</span>=
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| − | |1=Revolving fund projects will follow the same process as an appropriated project, with the exception of one difference due to governance and funding approvals. OGD projects will be funded through specific service agreements from the client department, who will be required to follow their own governance, and federal accommodation and holdings will be supported through PSPC governance requirements at each gate.|bg=#ececec|padding=10px
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| − | |2=Will all of the required information be applicable for other government department (OGD) projects?}}
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| − | |1=Project charters are required for all projects, whether they are OGD or federal accommodation and holdings projects.|bg=#ececec|padding=10px
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| − | |2=Will accommodation management fit-up projects require a project charter?}}
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| − | |1=This document is for our governance process whether it is an OGD or PSPC project. The document will need to be prepared by whomever, at PSPC, is the direct manager of the project manager or by the delegated project sponsor.|bg=#ececec|padding=10px
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| − | |2=The project charter template states: “The project charter is a document issued by the project initiator/leader that formally authorizes the existence of a project, and provides the project manager with the authority to apply organizational resources to project activities to further define the scope, prepare a Project Management Plan, and execute the final solution.” Is it correct to assume by this statement that the project manager does not prepare the charter, even for OGD work?}}
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| − | |1=Regions will be reached out to to discuss about how things are done withing their regions. Project sponsor may play a role of business owner. However, it is not a defined answer yet.|bg=#ececec|padding=10px
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| − | |2=What is the difference between Business Owner and Project Sponsor?}}
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| − | |1=Sponsor is the one who is responsible for ensuring that the document is good, is at approval stage and is at the level that is consistent with the financial approval. The approval body will be who they are. Sponsor is the one who ensure that the document is correct.|bg=#ececec|padding=10px
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| − | |2=What is the difference between Project Sponsor and Approval body?}}
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| − | |1=Yes. Part of the PoC is to see who and how we establish project sponsor to obtain clarity. There is a threshold matrix for project sponsor developed to help guide how to name a sponsor. The table was created to align with the workload that project sponsors will have to take on. It is based on the numbers of projects in SIGMA.|bg=#ececec|padding=10px
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| − | |2=Is part of the Proof of Concept (PoC) to look at who the project sponsors are and open to feedback on who can be nominated for PS.}}
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