Roles and responsibilities for project teams

 Project teams—General information

 Public Services and Procurement Canada team members
o Project Leader
o Accommodation Manager/Client Accommodation Service Advisor
o Project Manager
o Architecture and Engineering Design Manager
o Architecture and Engineering Subject Matter Technical Expert
o Leasing Officer
o Acquisitions—Supply Officer/Specialist
o Asset/Property and Facilities Manager
o Appraiser
o Owner Investor/Financial Analyst
o Move Officer (if used)
o Client
o Commissioning Manager
o Change manager—Public Services and Procurement Canada or other government
department projects
o Change manager—Public Services and Procurement Canada Change management
advisor (from Public Services and Procurement Canada Workplace Solutions Unit)
 Appendix A—Project team meetings
 Appendix B—Project team start-up meeting agenda
 Appendix C—Project team progress meeting agenda
Guidelines for space/asset projects
Project teams—General information
Project Teams are an internal vehicle for the communication of pertinent and essential information
relative to the development, implementation and ongoing activities of a project.
The purpose of these guidelines is to provide clarity to the concept of project teams and the roles and
responsibilities of various project team members.
The size and make-up of project teams is determined by the Project Leader (or Project Manager in the
case of Other Government Departments (OGD) projects) based on the size, complexity and type of
real property project. Project team position titles may also vary; however, the following descriptions
represent typical position titles and primary roles and responsibilities.
Public Services and Procurement Canada team members
Project Leader
The Project Leader represents the interests of the Real Property Branch or the key sponsor on the
project team. For space projects, the Project Leader is typically the Accommodation Manager/Client
Accommodation Service Advisor (CASA). For asset projects in a crown owned building where Public
Services and Procurement Canada (PSPC) is the custodian, the Project Leader is typically the Property
Manager. For Major Crown Projects, Project Directors represent the Project Leader. Finally,
for OGD asset projects, the client department representative acts as the project leader.
They are accountable for all aspects of the project and are responsible to lead the project through
the entire National Project Management System (NPMS) lifecycle from the Inception Stage to the
Delivery Stage close out, seek approval and funding to implement the project and overall leadership
of the project team. This includes on-going monitoring to ensure the project is within funding approval
levels with support of financial analyst. Responsibilities may include:
 being the prime overall PSPC contact during the life of the project;
 managing Inception and Identification Stages activities of the project in accordance with
the NPMS, ensuring completion and approval of the statement of requirements (SoR), preliminary
project plan (PPP), feasibility report (FR), investment analysis report (IAR), project complexity and risk
assessment (PCRA), project charter and Identification close out document (ICOD);
 identification, planning and development of the project in terms of client requirements, scope,
in-service date and budget (including all relevant project costs i.e. communications, stakeholder
activities, environmental, real estate, etc.) and the preparation and submission of progress reports to
the appropriate authority;
 making requests to each business line to have team members assigned and initiating the first
project team meeting following the SoR;
 calling, chairing and recording minutes from team meetings at the project inception and
identification stages;
 researching and gathering information/expertise from all units in order to prepare the
Identification Stage deliverables. This involves consulting with the project team on their respective
areas of expertise, and through their assistance, establishing the project schedule and cost;
 ensuring client approvals and funding are acquired within the project timeframes;
 reviewing the requests for non-compliance with the Government of Canada GCworkplace Fit-
up Standards and obtaining approval as required;
 vetting proposals to amend project objectives due to changed external or internal factors and
acting as the authority for the submission of any such changes, as well as for progress reporting to
project approval authorities;
 engaging a Leasing Officer in order to identify space available for a lease;
 liaising with Property Management during the term of the lease on issues that could impact
lease administration;
 ensuring project funds are available and that accurate forecasts are maintained throughout
the various phases of the project;
 interpreting client operational needs and wider government objectives, and validating the
planned project end-product in that context;
 overseeing all internal aspects of the project, including general supervision of the project
management framework to ensure that all approved project objectives are met;
 ensuring that Project Managers perform adequate project planning to address the size, scope,
complexity, risk, visibility and administrative needs of specific projects;
 notifying other federal government departments or agencies, if required, that may be
affected by a specific project and inviting them to participate in an active or coordinating role as
appropriate;
 in the case of multi-client projects, liaising with the senior management of the sponsoring
department and participating departments, and serving as the spokesperson for the project;
 participating in the Project Review Advisory Committee (PRAC) meetings, as per the National
Project Management System Real Property Procedure on Project Reviews;
 ensuring a formal Lessons Learned process is undertaken and completed, as per the National
Project Management System Real Property Procedure on Lessons Learned.
Accommodation Manager/Client Accommodation Service Advisor
The Accommodation Manager/Client Accommodation Service Advisor (CASA) serves as a liaison
between the client department and PSPC, and should be intimately familiar with the operations,
culture and needs of the occupant department. The Accommodation Manager/CASA is instrumental
in assisting, and articulating client operational/space requirements to the Project Team. Often the
Accommodation Manager/CASA plays the role of Project Leader. Responsibilities as a project team
member may include:
 obtaining client requirements, providing historical information and participating in the
development of scope of work, schedule, cost estimates and IAR;
 researching and gathering information in order to support the preparation of the IAR;
 when necessary, the Accommodation Manager is responsible for acquiring revised approvals
and funding from both the client and PSPC authorities;
 ensuring client approvals and funding are acquired within the project timeframes;
 reviewing the requests for non-compliance with the Government of Canada GCworkplace Fit-
up Standards and obtaining approval as required;
 liaising with the project team and client, throughout the life cycle of the project;
 obtaining approval signatures from the client department;
 interpreting client operational needs and wider government objectives, and validating the
planned project end-product in that context;
 feeding into the Lessons Learned process.
Project Manager
The Project Manager is responsible for carrying out the more detailed day-to-day management of
project activities. These responsibilities include:
 acting as the single point of contact during project delivery;
 managing Delivery Stage activities of the project in accordance with the NPMS. This includes:
o providing support to the Project Leader during the development of all Identification
Stage deliverables;
o preparing the project management plan;
o initiating the request for a PRAC meeting and providing the related documents as per
the National Project Management System Real Property Procedure on Project Reviews;
o organizing the project using planning and analytical tools for work breakdown,
responsibility assignments, and schedule preparation;
o estimating the benefits and costs for project options;
o assessing risk and planning for risk mitigation;
o planning to phase the project where necessary or appropriate;
o entering project costs and maintaining accurate forecasts in the
current PSPC corporate business management systems (i.e. SIGMA, etc.);
o monitoring the project progress to ensure conformance to the project management
plan and updating the Plan as necessary;
o monthly reporting of progress to internal management (Project Leader, Team and to
Treasury Board (TB) if required); and providing input to briefing notes, TB submissions and other
documentation as required to support the Project Leader; and
o identifying specific performance milestones in the project management plan where
withdrawal from, or termination of the project would be practical, should the project cease to be
viable during execution.
 ensuring the technical team within PSPC is established and in place;
 obtaining from Architecture and Engineering (A&E), Acquisitions and Environmental Services,
the technical expertise/advice and guidance on architecture, engineering, spatial information,
sustainable development, furniture specifications and procurement;
 obtaining construction cost estimates and construction schedules (including fit-up, move,
swing space) for accommodation projects, in leases, crown occupancies and sale leaseback. Project
costs include client funded furniture, fixtures and furnishings (FFE) costs. Project schedule and costs are
provided to the Accommodation Manager in support of writing the investment analysis and are
updated as the project unfolds;
 ensuring that required technical inspections, studies, assessments, reviews, etc. are conducted;
 obtaining base building/as-built plans and working with clients (and the A&E team as required)
in the design of space (in consultation with Accommodation Manager) and obtaining services of
consultants for preparation of tenant improvement plans and specifications;
 managing the project and assigning and detailing roles and responsibilities identified in
pertinent internal and interdepartmental agreements;
 developing a procurement plan for services and products not provided through the lease
(including screens/furniture and moves), and identifying the procurement method through
consultation with the Design Manager and the Acquisitions Supply Officer at project delivery stage;
 developing a cost plan of project, including obtaining estimates during the various phases of
the project, i.e. the consultant provides class A, B, C or D estimate of fit-up cost, based on completed
drawings;
 negotiating and obtaining written agreements with participating departments when project-
specific resource commitments or activities need to be documented in the interest of effective
project management;
 determining if the project requires an environmental assessment under the Canadian
Environmental Assessment Act (CEAA), and if required, ensuring it is completed prior to tendering the
construction contract;
 liaising with RPB - Fire Protection Engineers and providing drawings for their review;
 arranging for the tendering of tenant improvements with landlords, including reviewing bids,
obtaining breakdown of pricing as required, negotiating pricing, confirming the construction
schedule, advising the Accommodation Manager/Project Leader of any budgetary issues and
providing recommendations for preparation of Sub-Agreement(s) to the Accommodation
Manager/Leasing Officer;
 calling/attending and recording minutes of construction related meetings as necessary during
the tenant fit-up phase;
 ensuring the furniture inventory in the client department's existing space is included in the
consultant's scope of work;
 determining with A&E if furniture specifications are to be written, and if so, by whom (either in-
house, or through a consultant);
 coordinating furniture acquisition activities with Headquarters (HQ), A&E and the consultant,
and ensuring the specifications are finalized and ready for solicitation;
 managing the procurement process, including the development of the terms of reference,
and the bid evaluation criteria, with assistance and expertise from Acquisitions and A&E, if needed;
 acting as the one point of contact with HQ for technical queries on furniture procurement.
When sending furniture specifications for review to HQ, or to invite offers when the furniture
procurement method is from an NMSA, Acquisitions is cc'd on email;
 engaging A&E/Design Manager for assistance of technical reviews of furniture proposals,
comments from HQ, and evaluating and recommending award of contracts. (See roles and
responsibilities of Acquisitions);
 ensuring code compliance, construction and furniture inspections are conducted by the
appropriate parties during the fit-up as may be required under the contract and by the various
authorities having jurisdiction;
 documenting deficiencies and ensuring they are corrected;
 reviewing proposed changes with the Project Leader and team, ensuring funds are available,
issuing change orders as required and authorizing payments for tenant improvements;
 coordinating the move, and liaising with the client, the property manager and the
accommodation manager;
 arranging for commissioning of space after the client move-in;
 making a request to Spatial Information Management (SIM) to confirm the space
measurements and create the Tech II drawings for the creation of the Occupancy Instrument;
 obtaining as-built drawings from the Landlord in accordance with the Statement of Work and
providing them to SIM;
 arranging for signage for the new premises (e.g. the directory board and elevator lobby
signage) provided by the landlord), and for flag installation, etc.
 reviewing and co-coordinating the application and installation of the accessibility standards
related to base building installations with the accessibility coordinator if necessary;
 contributing into the Lessons Learned process, as per the NPMS Real Property Procedure on
Lessons Learned.
Architecture and Engineering Design Manager
The Design Manager is primarily responsible for providing strategic and technical design advice in the
development and delivery of projects, ensuring the design service requirements of the project are of a
level and quality that meet stakeholder expectations. Responsibilities include, without being limited to:
 consulting with the Client and the Project Manager to establish the scope of design
management services and the composition of the design management team;
 providing input or preparing terms of reference (scope of work) for consultants contracts;
 conducting accessibility assessments, design reviews, technical reviews as well as quality
assurance reviews of design document submissions, and conducting reviews and analysis of potential
leased premises relative to Schedule C requirements of the Lease Documentation Package;
 coordinating the technical team and their activities within A&E;
 providing assistance and advice in the preparation of design service procurement and/or
furniture procurement processes.
Architecture and Engineering Subject Matter Technical Expert
The subject matter experts ensure that the technical and conceptual design aspects of projects are
well defined and correctly expressed and communicated. They protect the best interests of the
Crown and ensure that requirements are compliant with Client and departmental standards, with
technical regulatory requirements, and with codes and standards. They ensure, through quality
assurance and quality control processes that service providers and consultants understand and apply
these requirements at all stages of the project.
Leasing Officer
The Leasing Officer is responsible for the space acquisition process for leased accommodation. These
responsibilities may include:
 providing real estate expertise/advice to the client and the Accommodation Manager during
the requirement definition phase;
 participating on project teams responsible for the planning, implementation and delivery of
leased accommodation projects and services;
 conducting preliminary financial analysis for lease projects as part of the project development
process, as required;
 preparing the Terms of Reference for Valuation to contract for a Market Survey Report (MSR)
and/or Market Analysis Report (MAR), or preparing the Lease attestation;
 providing transactional leasing and letting services in an open, fair and transparent manner;
 conducting the direct negotiations of lease space acquisitions, lease surrenders and lettings
consistent with the project approval, or the direction of the project team in the case of lease
surrenders, with respect to cost, time and quality restraints;
 maintaining the integrity of the lease and tender process;
 proceed with Expression of Interest (EOI) in order to gather market information/availability;
 preparing and implementing the Two-Stage Tender process comprising of Invitation to Offer
(ITO) and Irrevocable Offer to lease or build-to-lease for space acquisition;
 obtaining Translation Services for the EOI and/or ITO advertisement and coordinating the
process with Corporate Communications and Acquisitions for input into Buyandsell and newspapers;
 reviewing EOI responses against the Buyandsell posting/public notices to ensure compliance
and to potentially screen out non-compliant sites;
 arranging for and conducting site tours, reviewing sites with the project team, and confirming
the eligibility list with the Project Leader and Project Manager;
 finalizing the list of acceptable sites, producing ITO, inviting Offers from landlords of pre-
qualified sites, and, along with other specialists, rejecting non-compliant bids, reviewing, analyzing
and evaluating Offers received;
 preparing lease contract documents for approval and execution, and arranging for
registration of the lease in the appropriate Land Registry Offices;
 tracking, assessing and mitigating risk factors during the acquisition stage, and conducting
negotiations with the landlord, when necessary, on construction delays or landlord non-performance;
 representing the Department and/or the client at meetings with building owners, contractors,
agents to discuss/resolve any issues/actions resulting from or related to lease projects;
 completing the Sub-Agreements during the design and fit-up phase of the project in
conjunction with the project officer/manager and project leader and arranging for execution of Sub-
Agreements and related Change Orders. Applicable in certain regions only.
Acquisitions—Supply Officer/Specialist
The Acquisitions Supply Officer/Specialist provides advice/guidance on the procurement tools
available (e.g. Standing Offers and Supply Arrangements, Buyandsell) for the various categories of
services and office furniture and furnishings. These responsibilities may include:
 providing expertise/advice to the project team during the requirement definition phase on
furniture procurement tools and processes available;
 providing estimated timelines for the entire furniture procurement process during the
requirement definition stage;
 acting as the conduit to HQ Furniture Division for questions and guidance on tools and
contractual issues;
 assisting the Project Manager in developing a procurement plan for furniture and installation
services not provided through the lease (including screens/furniture and moves);
 providing advice to the Project Manager and the Design Manager with the development of
the Statement of Work for the required furniture;
 purchasing furniture, within their authority, and liaising with the Project Manager when sending
out tender documents. Until the Project Manager receives Schedule 1 delegated authority to use
Supply Arrangements, Acquisitions should review the solicitation package (quality assurance) and the
Project Manager's recommendation for award. If all is in order, Acquisitions should award using their
contracting authorities. Once Project Management has received authority, Acquisitions should take
on an ad hoc quality assurance role.
 providing guidance in the creation of Bid Evaluation criteria, contractor selection method, and
furniture specifications;
 conducting the solicitation, reviewing bids, obtaining a breakdown of pricing as required,
issuing contracts/call-ups, and managing contracts for requirements above the call-up limitation of
the standing offer or supply arrangement, above the Project Manager's authority or outside the
authority of the existing procurement tools.
Key accountabilities of the Acquisitions Real Property Contracting Officer can be found in the
Procurement Management Manual – Accountability Framework for the Management of Real Property
Contracting Footnote1 .
Asset/Property and Facilities Manager
Asset/Property and Facility Managers are responsible for the management of property and facility
operations and maintenance in Crown-owned, leased or custodial assets/facilities. Their responsibilities
may include:
 accountability for delivery of Tenant Service and Asset Based Projects;
 all aspects related to execution of Lease sub-agreements including Schedule C of the Lease
Documentation Package;
 participating as a full and integral team member at project team meetings to ensure asset
integrity and provide advice concerning operational functionality in relation to the project;
 decommissioning vacated premises (i.e. notifying landlord of moving dates, reserving
elevators, conducting walkthrough with Lessor and client department after move-out);
 administering the new lease, including ensuring Lessor is meeting the terms and conditions of
the lease contract during the term of the lease;
 authorizing lease rent payments and reviewing/authorizing the lease escalation claims;
 providing lease contact information to the National Service Call Centre and assisting in
resolving any day-to-day problems that may arise;
 providing advice to the Project Manager(s) concerning proposed scopes of work;
 participating as a key member of the commissioning inspection team, and ensuring that each
building as refitted is ready for occupancy. In the case of a lease project, ensuring full lease
compliance, and engaging other specialist resources as required;
 participating in project evaluations of proposed new acquisitions;
 providing "base building" information and advice when required and assisting in the
coordination of base building upgrades and client security requirements in crown buildings;
 assisting in the coordination of fit-up work (in crown building), to ensure minimal impact to
building occupants;
 ensuring continuity in the day-to-day building operations, support services for additional
cleaning, after-hours Heating, Ventilation, and Air Conditioning (HVAC), etc.
 ensuring that all required funding for the yearly operation, maintenance, project and capital is
secured;
 assisting the Project Manager and Commissioning Manager in identifying building deficiencies
as work is performed, and monitoring all corrective work to complete satisfaction of the PSPC Asset
Manager, the Alternative Forms of Delivery (AFD) Service Provider and the PSPC project team;
 advising the tenant of their responsibility to establish an Emergency Evacuation and Response
Plan with the local Municipal Fire Department;
 reviewing the contractors' Health and Safety Plans, in order to ensure that they integrate with
the Base Building Emergency Evacuation Plan;
 providing a point of contact between the Project Manager and the AFD Provider;
 providing local condition knowledge and information on existing space during the project
definition phase. i.e. building performance review;
 attending site visitations and inspections as required.
Appraiser
Appraisers provide valuation and appraisal expertise to PSPC and OGDs when completing Real
Property transactions such as buying and selling property, leasing space, and evaluating whether it is
the crown's best interest to build, buy, or lease. The unit also provides internal stakeholders valuable
appraisal and valuation services that are required when preparing reports such as Asset Management
Plans and IARs. Responsibilities include:
 evaluating information received from the Market Analysis Reports and providing it to Leasing
and the Accommodation Manager in support of the development of the IAR;
 advising the Accommodation Manager and Leasing of delays in obtaining the MAR and is
aware of impact of such delays on schedule;
 providing funding forecasts for obtaining market analysis reports to the Accommodation
Manager and maintaining accurate forecasts in SIGMA.
Owner Investor/Financial Analyst
Owner Investor is the internal Real Property Branch (RPB) "banker" which interfaces and arranges for
funding transfers from HQ to the region, and then works with internal regional stakeholders to transfer
the required funding allotments required for RPS program delivery. Responsibilities include:
 assisting with the approval process of IARs;
 ensuring there is an audit trail to validate the figures used in the investment analysis Footnote* ;
 reviewing and validating the Real Estate Financial Investment Toolkit (REFIT) Footnote* ;
 ensuring that all appropriate options have been analyzed Footnote* ;
 providing financial analyses;
 ensuring appropriate governance structure is implemented for regional approvals;
 providing information on how projects fit into the strategic context for documents such as
Community-Based Investment Strategy (CBIS), Asset Management Plan (AMP) or a Regional
Investment Strategy;
 liaising with HQ on the approval of projects requiring Investment Management Board (IMB),
Real Property Investment Board (RPIB), Assistant Deputy Minister/Deputy Minister (ADM/DM) approval,
ministerial or TB submissions;
 requesting funding through the Annual Reference Level Update (ARLU) process, expansion
control framework or banking day for leases, capital project briefing note (CPBN) system for minor or
major capital.
Move Officer (if used)
The PSPC move officer provides specific technical assistance to the project team and stakeholders in
preparing and implementing all personnel, furniture and equipment moves.
Client
The PSPC Accommodation Manager normally represents the client in the Inception and Identification
stage. Client should be engaged for preliminary space plan sign-off and to provide detailed
requirements for cabling, security, and furniture throughout design review and project delivery stage.
Commissioning Manager
The roles and responsibilities for PSPC Commissioning Manager may include:
 providing planning and technical advice on operational and maintenance (O&M) matters;
 coordinating commissioning activities during all project stages;
 ensuring O&M concerns are addressed;
 providing quality assurance;
 reviewing commissioning documentation at all stages of project delivery;
 verifying accuracy of Product Information and Performance Verification forms;
 obtaining input from the Property Manager as well as the Operations and Maintenance staff.
Change manager—Public Services and Procurement Canada or other government department
projects
The client Change manager’s primary responsibility is to create and implement change management
strategies and plans that maximize employee adoption and usage of the changes, and minimize
resistance to them, thus helping to ensure the workplace transformation project meets its objectives.
The Change manager also works to drive faster adoption and higher ultimate utilization of the
workplace.
 Applies a change management process and tools to create a strategy to support adoption of
the changes required by a project
 Applies a structured methodology and leads change management activities
 Supports the design, development, delivery and management of communications,
engagement and training plan and activities
 Acts as a coach for senior leaders and executives in helping them fulfill the role of change
sponsor
 Provides direct support and coaching to all levels of managers and supervisors as they help
their employees through transitions
 Supports project teams in integrating change management activities into their project plans
Change manager—Public Services and Procurement Canada Change management advisor (from
Public Services and Procurement Canada Workplace Solutions Unit)
Provides change management expertise to departments who are modernizing their workplace.
The PSPC Change management advisor is mostly working directly with the client Change manager.
 Onboarding of client into workplace change management
 Provides change management advice, guidance, support and troubleshooting to project
teams
 Measures success of the change management strategy and monitors change progress
 Provides strategies, tools, examples and best practices via the Change Management
Playbook Footnote2
 Manages the Workplace Modernization Change Management Community of Practice and
provides training, coaching and development
Appendix A—Project team meetings
Note
Scalability statement: The guidelines presented in this section are "ideal" and are not intended to be
applied verbatim for every project. The level of detail and effort used is directly proportionate to the
size and complexity of the individual project and/or the project team.
Meeting defined: Similar to the above statement, the term "meeting" can mean many project team
members sitting around a boardroom table, or it can mean an electronic dialogue recorded
between two members of the project team – It all depends on the scalability required.
The project team start-up meeting (see Appendix B—Project Team Start-up Meeting Agenda) should
be held at the Inception Stage, or as soon as possible after the receipt of the client requirements or
the identification of a potential project. Project team members' participation should be determined
based on the size, scope, cost and complexity of the project.
Subsequent project team progress meetings and project delivery meetings (see Appendix C—Project
Team Progress Meeting Agenda) should be held during other stages/phases of project delivery. Care
should be taken to ensure that project team member participation at these meetings is appropriate to
the purpose of the meeting at the relevant stage/phase of the project.
Project teams should endeavor to meet at the following stages/phases of the project:
Project inception – Project Leader: Typical chair
1. After finalization and sign off of the statement of requirements (SoR).
Project identification – Project Leader: Typical chair
1. Prior to finalization and sign off of the preliminary project plan
2. Prior to finalization and sign off of the preliminary project complexity and risk assessment for
projects over $1M
3. Prior to finalization and sign off of the feasibility report and/or investment analysis report (IAR).
Project delivery – Project Manager: Typical chair
1. After Lease award (if applicable); or prior to finalization and sign off of the project
management plan
2. Monthly to review scope, schedule and budget during fit-up
3. Regularly throughout project implementation
4. At project completion
Appendix B—Project team start-up meeting agenda
The following is a sample template for the first internal PSPC project team start-up meeting. This
meeting is intended to review information on the project Planned Lease Activity Report (PLAR),
Building Management Plan (BMP), Asset Management Plan (AMP) and Client Requirements Checklist,
clarify/identify team members' roles and responsibilities, and discuss project requirements, schedule,
service delivery options, and anticipated risks.
Depending on the complexity of the project, the suggested agenda items may be deleted and/or
added to, and may need to be covered in two or more meetings.
Agenda
1. Introductions
2. Project Background Information (Review of PLAR, BMP and AMP)
3. Client Accommodation Requirements Questionnaire Review (If questionnaire is not available,
schedule another meeting to review it) if space based.
1. Project Start Date and Term
2. Amount of space requested
3. General Purpose
4. Special Purpose Space
5. Full-time Employees (FTE)
6. Non-Compliant Request
7. Geographic Boundaries
8. Technical Requirements (Floor loading, generator, other)
9. Workstations, Screens/Furniture (Requirements and procurement strategy)
10. Accessibility – Issues
11. Security
12. Cleaning
13. Additional Items?
4. Roles and Responsibilities
5. Anticipated Project Issues
6. Any Anticipated Project Risks
7. Space Acquisition Process (if space based)
8. Project Budget, Funding and project approvals (levels, process, etc.) – Estimate/range only
9. Project Schedule (and contingencies)
10. Next Steps
11. Project Team Meetings/Teleconferences Schedule (time, location, etc.)
12. Additional Items
Appendix C—Project team progress meeting agenda
The following is a sample template for subsequent internal PSPC project team progress meetings.
These meetings are intended to review project matters and progress relative to scope, schedule and
budget.
Depending on the complexity of the project, the suggested agenda items may be deleted and/or
added to.
Project team meeting sample template
1. Review Records of Decision (ROD)/Action Items from Previous Meetings
2. Project approval Status and Amount
3. Project Funding vs Project Expenditures
o Year To Date (YTD)/Commitments/Forecast
o Total Project (Multi Year Expenditures/Forecast)
4. Project Schedule
5. Project Scope
6. Resource Requirements/Capacity
7. Project Documents (Depending on Phase and complexity, may include documents such
as: SoR, feasibility report, Project Plan, IAR, Design, Drawings, Change Orders, etc.)
8. Project Issues/Roadblocks
Footnotes
Footnote *
Financial Analyst role only.
Return to footnote*referrer
Footnote 1
Refer to the Project Manager’s Guide for Procurement and Contracts (document available on the
Real Property National Project Management System related documents page, available on
Government of Canada network only).
Return to footnote1referrer
Footnote 2
The GCworkplace Change Management Playbook is a living document and will continue to evolve as
new tools are developed and best practices are shared.