Government of Canada Project Management Community Competencies
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Introduction
In this section
Executive summary
Project management in the public service has evolved rapidly in recent years. Projects are more complex, the focus is shifting from scope to outcomes, and new requirements such as digital, agile and transformation demand new knowledge and skills.
To ensure that project managers have the knowledge and skills necessary to successfully deliver projects in today’s environment, the Treasury Board of Canada Secretariat led an interdepartmental initiative to develop a comprehensive suite of Project Management Competencies.
The competency suite was developed through a consultative process, working collaboratively with the project management community, including senior designated officials (SDO) responsible for project management, and using existing departmental competency frameworks.
The competency suite is intended to be a competency-based management tool for project managers, departmental SDOs and the project management community, to be used based on their human resource requirements and career interests and supports projects of varying risk and complexity.
Purpose: Why do we need competencies?
The Project Management Competency Suite:
- provides project managers across government with a comprehensive list of competencies necessary to support successful project delivery
- acknowledges the important relationship between project managers and functional specialists
- identifies the knowledge and skills required to deliver projects of varying risk and complexity
The competency suite helps the SDO in each department and agency identify and address the knowledge and skills necessary for project management. The suite also offers project sponsors a tool to ensure that the assigned project manager has the required competencies to manage the relative complexity, risk and materiality of the project.
This publication provides a list of the related knowledge requirements to assist project managers with their training and learning needs (see Appendix A).
Who should use this document?
This document is for:
- project managers and their supervisors to clearly establish learning needs, knowledge requirements and performance objectives
- SDOs responsible for departmental project management frameworks to identify and address the necessary knowledge and skills in project management
- project sponsors to ensure that the assigned project manager has the required competencies to manage the relative complexity, risk and materiality of the project
- project resources aspiring to become a project manager to establish a training and learning plan to acquire the knowledge and skills required to effectively perform the role of project manager
- Treasury Board of Canada Secretariat along with Project Management Community stakeholder groups to build career progression roadmaps to ensure a horizontal approach to project management community development
- hiring managers to target the exact qualifications needed for vacant positions, then be able to assess and interview based on the required qualifications
- classification advisors to develop standards, standardized job descriptions and project management competency profiles (a selection of competencies relevant to a position)
- human resources advisors to provide advice and guidance on the development of standardized job descriptions, recruitment and staffing strategies, and project management competency profiles
- corporate business planners to verify departmental strengths and gaps, and develop solutions to address the gaps
Ideally, all project managers should have or be acquiring all competencies related to their functions listed in this document to the highest possible proficiency level. However, organizations have the opportunity to select the proficiency level based on the risk and complexity of their projects.
This competency suite is one tool that supports the Government of Canada Project Management Community’s efforts to continually improve the skills and abilities of its project managers.
How did this document come into being?
In 2016, a Government of Canada Project Management Strategy was developed to strengthen project management capabilities across government. One of the four pillars of the strategy was to enhance knowledge and increase capacity in project management, with the objective of developing a trained and competent workforce with the right skills and qualifications to successfully deliver projects. This project management competency suite is a key component in meeting this objective.
It was also important to develop competencies that could meet the needs of large and small organizations, and to use the existing competency frameworks in place. This would reduce the need for modifications to existing frameworks and ensure consistency across government.
To meet these objectives, a Senior Advisory Group was established, comprised of 4 departments and agencies representing large and small organizations, the Acquired Services and Assets Sector and the Office of the Chief Human Resources Officer of the Treasury Board Secretariat, the Public Service Commission and the Canada School of Public Service. The Advisory Group developed an initial set of competencies that were subject to a consultation process, with four key project management stakeholder groups comprised of over fifty departments and agencies as well as unions. The final Government of Canada Project Management Competency Framework was then approved by the Comptroller General of Canada, who is responsible for providing government-wide leadership and supporting professional development of various communities, including project management.
Government of Canada competency framework
In this section
There are four categories of competencies. They define the characteristics of an individual that contribute to performance excellence.
Different types of competencies are needed to enable an employee’s successful performance. Employees can combine a relevant set of competencies as applicable to enable them to reach peak proficiency. The framework identifies three levels of proficiency based on the risk and complexity of work to be undertaken.
The framework acknowledges there are many project roles required to successfully deliver a project. The focus of the framework is the skills and knowledge necessary to perform the Project Manager role.
1. Core competencies
Regardless of the type of work within government, employees are expected to embody and demonstrate these competencies. They are prevalent and considered a pre-requisite to the key leadership and project management specific competencies. They relate to how employees interact with their colleagues and how they perform their work to achieve their objectives. Ethics are a vital element of core competencies. Core competencies for the federal public service subject to the Directive on Performance Management are:
- demonstrating integrity and respect
- thinking things through
- working effectively with others
- showing initiative and being action-oriented
2. Key leadership competencies for supervisors, managers and executives
Regardless of the type of work within government, executives, managers and supervisors of all levels are expected to demonstrate these competencies.
They are a mandatory component of the Executive (EX) Group Qualification Standard:
- promote innovation, guide change
- uphold integrity and respect
- collaborate with partners and stakeholders
- create vision and strategy
- achieve results
- mobilize people
3. General competencies
Also called behavioural or intrapersonal competencies, general competencies support and enable every type of work. Every employee should continually strive to acquire and improve as many of these competencies as possible throughout their career.
These skills and abilities are traditionally associated with successful on-the-job performance (Personnel Psychology Centre):
- adaptability
- analytical thinking
- integrity
- client focus
- continuous learning
- collaboration with partners and stakeholders
- creativity and innovation
- critical judgment
- decision making
- effective interactive communication
- information gathering and processing
- initiative
- leadership
- managing conflicts
- networking
- organizational and technological savvy
- planning and organizing
- problem solving
- quality focus
- relationship building
- strategic orientation
4. Project Management-specific competencies
The technical competencies of project management are:
- grouped by categories: foundational, strategic and specialized; they provide a way to focus training and development
- applicable to particular jobs, but not necessarily to the entire project management function
- closely aligned with the knowledge and skills needed for successful performance
- identified as most critical through extensive consultation with subject matter experts within the government, as well as publications from other jurisdictions (other technical skills may also be required to be an effective and efficient project management functional specialist)
Project Management Community competencies
Technical competencies for the Project Management Community
Foundational: establishing the project criteria
1. Project requirements management
Project requirements management involves how requirements are identified, selected, defined and agreed upon and traced to their source, and how fulfillment of requirements is demonstrated.
Responsibilities
Project managers engage stakeholders to actively gather, assess and justify information on the stakeholders’ needs to identify the set of requirements. They identify and produce well-defined requirements, using tools and techniques to review and consider requirements. They take into account diverse issues, needs and viewpoints of all stakeholders. Project managers consider political, social, environmental and economic risks and issues, as well as their impacts, when identifying requirements. Project managers understand that some projects are outcomes-based and have fewer initial requirements, based on a user case.
Behavioural indicators
- Contributes to, analyzes and validates requirements and ensures that stakeholders understand the requirements
- Plans and gains early stakeholder agreement on how to show that stakeholder requirements have been fulfilled (requirements verification)
- Ensures that all requirements documentation is complete, comprehensive and well structured, and that individual requirements are clear, feasible, verifiable and traceable to their origin (such as, a higher requirement, design decision or justification)
- Develops a requirements framework and structure, using appropriate tools, which makes it easy to trace requirements from high-level requirements to detailed specifications
- Consults with subject matter experts to address risks and issues related to identified requirements (for example, legal, security)
2. Project scope management
Project scope is a progressive elaboration of the “what” that is being delivered to satisfy project objectives. There are two aspects to project scope:
- the project deliverables that meet their requirements
- the work involved in producing the deliverables
Project scope management involves ensuring that all the work required to satisfy project objectives, and only the work required, is included in the project.
Responsibilities
Project managers work with stakeholders and project team members to define, validate and control project scope. They manage issues related to changes in project scope that significantly impact internal and/or external stakeholders, and they mitigate any impact to the achievement of the project benefits.
Behavioural indicators
- Develops a scope management plan that describes how to define, validate and control project scope
- Develops a project scope statement, inserted in the project charter, that communicates the scope of the project in a way that is understandable to the diverse community of stakeholders
- Creates and maintains a work breakdown structure for the project focused on deliverables that breaks down work to the work package level and names a single accountable lead for each work package
- Obtains stakeholder endorsement of the scope of the project defined by the work breakdown structure
- Understands when and why a full work breakdown structure may not be appropriate with an iterative (agile) approach to the project
- Creates a scope baseline, manages changes to project scope in accordance with the project change control process and updates all project documentation to reflect approved changes
- Identifies and clearly communicates impacts when a scope change is required
- Collaborates with stakeholders to ensure that all interests are considered when recommending changes to project scope
- Plans and conducts scope verification activities to demonstrate that the capability delivered to the project sponsor satisfies the project requirements
3. Project schedule management
Project schedule management involves determining how long the project will take to deliver, sequencing the activities, and establishing schedule activity timelines based on resource availability and schedule constraints.
Responsibilities
Project managers develop, monitor and control a project schedule to ensure the achievement of project objectives within the established project time frame. They define how the project will progress, the dependencies between the major segments of the schedule and the impacts of delays on the sponsor organization.
Behavioural indicators
- Produces a schedule management plan that describes how to develop and control the project schedule
- Based on the deliverables and work identified in the work breakdown structure, develops and maintains a detailed project schedule
- Defines activities to an appropriate level of detail and identifies estimates of effort and duration taking into account resource availability
- Assesses risks and adjusts the schedule where required
- Obtains sponsor approval of the project schedule
- Creates a schedule baseline and manages changes to project schedule in accordance with project change control process
- Collaborates with stakeholders to address issues related to the impact of schedule changes on the business owner’s organization
4. Project cost management
Project cost management involves the processes to plan, estimate, budget, manage and control costs in order to meet project objectives within the approved expenditure levels.
Responsibilities
Project managers demonstrate an understanding of techniques to estimate costs and use them appropriately to derive project cost estimates. They establish and manage appropriate project contingency costs based on risk and the complexity of a project and ensure that project costing aligns with the financial systems and processes of the organization.
Behavioural indicators
- Produces a cost management plan that describes how to estimate, budget, manage and control project costs
- Ensures that cost estimates are credible and documented, take into account uncertainty and risk, and include all the costs and resources necessary to ensure project success
- Develops, maintains and documents costs at the work package level of the work breakdown structure and in sufficient detail to support approval and, as required, independent verification
- Uses historical costs, industry standard rates, industry best practices, capability-specific cost models and lessons learned to assist in developing and validating cost estimates
- Updates cost estimates or contingency levels, based on evidence resulting from risk analysis
- Manages cost risk and uses statistical techniques or other evidence-based rationale such as Program Evaluation and Review Technique or Monte Carlo simulations to set appropriate levels of contingency
- Creates a cost baseline and manages changes to project cost estimates in accordance with project change control processes
- Monitors the status of project costs by reviewing and updating forecast cost estimates, reconciling estimates at completion with actual expenditures and forecast costs, and resolving cost variances
- Manages project activities to stay within the approved budget
- Manages contingency funds, seeking approval to expend when required, or to release when no longer required
- Works with project team and stakeholders to ensure adherence to financial obligations
Strategic: putting in place the systems and processes for success
5. Project integration management
Project integration management involves coordinating the various project elements in a way that results in the successful delivery of the project. It consists of project plan development, project plan execution, and integrated change control and takes into account lessons learned on past projects.
Responsibilities
Project managers lead stakeholders in making choices, trade-offs, identifying alternatives and managing interdependencies throughout the life cycle of a project. They demonstrate an understanding of the various project management processes, methodologies and activities and how those components work together to successfully manage stakeholder expectations and achieve project outcomes. They use lessons learned to inform the development of the project approach.
Behavioural indicators
- Designs the overall project approach that integrates stakeholder requirements and the solution to meet those requirements with the major project strategies and approaches
- Researches lessons learned from past projects when formulating strategies and plans for the project, especially for those areas of the project with high levels of risk and complexity
- Develops and manages throughout the project life cycle a project management plan that will contain sufficient detail, according to stakeholder expectations and complexity of the project, to support related processes/plans
- Involves project leads and stakeholders in the development of the project management plan and related plans, and seeks appropriate stakeholder endorsement
- Establishes a rigorous change control process to ensure that proposed changes to requirements, plans or deliverables are analyzed to determine their impact, are approved in a controlled fashion and are documented
- Negotiates conflicting resource demands and trade-offs between competing project objectives in terms of scope, cost and schedule when faced with alternatives to resolve an issue
- Manages the interdependencies between the various process or functional areas of the project
- Captures and documents lessons learned throughout the project and records them for future projects
6. Project communications and information management
Project communications management involves the processes to plan, manage and control project information, from initial creation or receipt, through distribution, storage, and retrieval to final disposal.
Responsibilities
Project managers demonstrate an understanding of the importance of effective, on-going project communications. They identify a range of methods and media for communicating with a wide range of stakeholders, and select the most appropriate method based on diverse stakeholder needs. They understand information management and communications policies, processes and procedures.
Behavioural indicators
- Produces a communications management plan that identifies stakeholders, their expectations and communications requirements, and describes how these communication requirements will be met
- Ensures that stakeholder information requirements are met on an on-going basis, reviews these requirements and updates the communications management plan as required
- Ensures that lines of communications within the project team are operating effectively, modifies communication channels and updates the communications management plan as required
- Prepares and responds effectively and in a timely manner to requirements related to public announcements, media requests and situations involving issue and crisis management
- Ensures that established protocols related to communicating with contractors are respected in project communications
- Provides accurate project performance reports tailored to the information requirements of stakeholders
- Plans for and delivers sensitive project information to project stakeholders
- Manages project records and documents, in accordance with organizational requirements, and uses appropriate information management systems
7. Project stakeholder management
Project stakeholders are the people, groups or organizations who will be affected by the project, or who have the power and/or desire to influence the ability of the project to achieve its objectives. Project stakeholder management involves the processes to identify stakeholders, plan stakeholder management, and manage and control stakeholder engagement.
Responsibilities
Project managers work collaboratively with project stakeholders while considering diverse issues, needs and viewpoints. They engage stakeholders early and often to understand and deliver ongoing and effective stakeholder communications.
Behavioural indicators
- Manages stakeholder relations using tools such as a stakeholder register
- Analyzes stakeholder requirements and expectations and assesses how they impact or will be impacted by the project
- Analyzes stakeholders in terms of their needs and interests and discusses possible solutions such as make or buy options available to meet their needs
- Determines how and when each stakeholder will be engaged and documents the results of the analysis in a stakeholder management plan
- Proactively engages stakeholders early and throughout the project life cycle, manages their expectations and addresses potential concerns
- Monitors the relationship with stakeholders, reassesses stakeholder needs as the project advances and adjusts the strategies for stakeholder engagement as required.
- Maintains documentation on lessons learned to help establish effective stakeholder engagement
8. Project quality management
Project quality management involves the identification and implementation of the quality policies, objectives, standards and procedures that will help to assure that project deliverables are achieved.
Responsibilities
Project managers demonstrate an understanding of the importance of quality management and the various methods to assess and track quality. They develop the quality policy and procedures in response to an assessment of risk associated with each element of the project.
Behavioural indicators
- Produces a quality management plan that defines the quality systems to be implemented by the project
- Determines the specific quality standards and procedures to be applied to each element of project work, ensuring that the cost and level of effort in applying the standards and procedures do not outweigh the benefits
- Conducts quality control and quality assurance activities in accordance with the quality management plan, including systematic activities such as planning for independent third-party independent reviews and peer reviews
- Monitors and records results of the quality activities to assess performance and recommend necessary changes
- Monitors the effectiveness of the quality management system throughout the life of the project and improves processes where required
9. Governance
Project governance is how departments and agencies organize themselves to collaboratively conduct and implement a project, including the development and implementation of process and control structures for decision-making, reporting and evaluation.
Responsibilities
Project managers demonstrate an understanding of departmental governance frameworks related to the management of projects. They design project governance structures to support project decision-making based on the risk and complexity of a project. They ensure that project governance structures are fully aligned with the organization’s investment governance structure. They work in collaboration with other departments and agencies, based on their respective mandates, towards the achievement of project outcomes. They respect project approval requirements.
Behavioural indicators
- Defines, documents and implements the framework for project governance, including responsibilities and accountabilities, and includes this information in the project charter
- Communicates the roles, responsibilities, accountability and authority for project governance to all key stakeholders
- Identifies the reporting and decision-making hierarchies and how these relate to the department’s overarching governance structure
- Applies the decision-making processes outlined in the governance framework, ensuring that all project approvals are received before the start of project work and all gate decision points are respected
- Documents and communicates governance decisions to all key stakeholders
- Ensures that the interests of all key stakeholders are considered throughout the decision-making process
- Continually reviews the effectiveness of the governance framework and mechanisms and recommends adjustments as required
10. Benefits management
Benefits management is the identification of project benefits, the monitoring of the ability to achieve the benefits throughout the project life cycle and the realization of the benefits following the completion of the project.
Responsibilities
Project managers demonstrate an understanding of the importance of benefits management and how it supports the achievement of departmental objectives. They identify and assess potential impacts to the achievement of benefits resulting from changes to the project.
Behavioural indicators
- Works with the business owner and/or the change management lead to understand the benefits realization plan that records the expected outcomes and benefits, time frames and responsibilities for realization of the benefits, and how the benefits will be monitored, tracked and assessed
- Reviews the mapping of the intended project benefits and makes recommendations to the business owner and/or the change management lead
- Reviews the benefits realization plan throughout the project life cycle to ensure the project continues to support the delivery of the intended benefits and updates the plan as required
Specialized: working with allied professions
11. Project resources management
Project resources management involves how the project team organization is determined, acquired, managed, led and supported by the required physical assets.
Responsibilities
Project managers understand human resources policies, processes and procedures as applied to project team management. They manage and lead project teams through direct reporting or matrix organizations, ensuring project roles and responsibilities are carried out by team members with the required skill sets.
Behavioural indicators
- Uses the work breakdown structure and the project schedule to determine the resources necessary to successfully deliver the project
- Determines the appropriate mix of resources with the skill sets required to undertake the work and identifies the strategies to obtain the identified resources
- Develops an appropriate organizational structure, assigns responsibility for work breakdown structure elements and documents the roles and responsibilities of project team members
- Collaborates with human resources specialists to create project positions, develop work descriptions and support the ongoing professional development of project team members
- Follows the organization’s human resources processes and procedures to determine resource availability and acquire resources when needed
- Manages the project team in terms of tracking the performance of team members, providing feedback and resolving issues, and adjusting the team as required to optimize project performance
- Uses contracted resources when aligned with project needs
12. Project risk management
Risks are possible events or conditions that may occur within a project and will have a negative or positive effect on the achievement of project objectives. Project risk management involves identifying and analyzing risks, planning how risks will be managed, planning appropriate responses to each risk and controlling the level of risk on a project.
Risk management is necessary to increase the probability and impact of positive events (opportunities) and decrease the probability and impact of negative events (threats) that will affect the success of the project.
Responsibilities
Project managers demonstrate an understanding of risk management principles. They analyze and explain to colleagues and stakeholders the risks and their impacts from a project management perspective. They identify risks and analyze, develop and implement risk management strategies that are consistent with the level of risk the organization is willing to accept. They consider both risks and opportunities to achieve results, while ensuring the organization’s business continuity, sustainability and reputation stability.
Behavioural indicators
- Determines how risks will be managed, defines the processes to be used, and documents these processes in a risk management plan
- Identifies risks, assigning risk ownership, formulating a clear and concise risk statement for each risk and documents the risks in the project risk register
- Assesses the probabilities and impacts of the risks and records the results of the analysis in the project risk register
- Determines and implements the response to each risk by recording the planned responses, the status of implementation of responses and resulting residual risk in the risk register
- Communicates the status of risks to stakeholders and team members
- Adjusts the project schedule and cost estimates based on the results of quantitative risk analysis and documents the schedule and cost aspects of the risk responses
- Prepares contingency plans and/or seeks senior management direction as early as possible on proposed risk responses when the variance is beyond the project manager’s authorization
- Conducts regular risk reviews, re-examines any integrated cost-schedule-risk analysis when parameters change and updates the status of risks and the implementation of risk responses
13. Project procurement management
Project procurement management involves how the goods and services required by a project are acquired. It includes developing the procurement strategy, preparing the procurement instruments, selecting suppliers, awarding contracts, managing the contracts and closing contracts.
Responsibilities
Project managers demonstrate an understanding of the legislation, regulations and policies related to government procurement. They assess, plan and acquire goods and/or services, ensuring that procurement activities are adequately reflected in the critical path of the project schedule. They consider the diverse issues, needs and viewpoints of all stakeholders in planning acquisitions, and maintain an effective relationship with suppliers to ensure that contractual issues are resolved in a timely manner, minimizing impact to the project schedule.
Behavioural indicators
- Manages the development of a procurement strategy for the goods or services to be procured, including, where applicable, industrial, regional, green and Indigenous benefits objectives
- Works with the procurement authority to determine the appropriate procurement instrument, and manages the procurement strategy approval process
- Ensures that applicable legislation, regulations and policies are taken into account when developing the procurement strategy
- Engages appropriate internal and external stakeholders to gather and access information on the goods and/or services required
- Engages procurement specialists at the planning stage to ensure that contracts are awarded in a timely manner to support project delivery
- Completes departmental contracting documentation to support the initiating, awarding and close-out of contracts
- Collaborates with procurement specialists to develop evaluation criteria and specifications, and manages the evaluation of the proposals or bids that respond to the procurement instrument
- Manages change to the contract in accordance with the project’s change control processes and the contract amendment processes specified in the contract
- Monitors the contractor’s performance in terms of cost, schedule, scope and quality, and manages the resolution of issues that arise
- Manages the acceptance of deliverables, verifying that the work has been conducted in accordance with the contract
Project management proficiency levels
Project managers are expected to deliver projects of varying risk and complexity. The Project Complexity and Risk Assessment (PCRA) Tool as outlined in the Policy on the Planning and Management of Investments and the Directive on the Management of Projects and Programmes helps to identify the risk and complexity of projects. As the assessed risk and complexity of a project increases, so too do the required skills and knowledge of the project manager.
The three proficiency levels identified in figure 1 identify the experience and knowledge required by a project manager to deliver projects of varying risk and complexity. Organizations have the opportunity to select the proficiency level based on the risk and complexity of the projects delivered by their organization.
The following chart provides the definitions for the three project management proficiency levels.
| No PCRAtable 1 note * Introductory |
PCRA level 1 = PMtable 1 note ** level 1 Working |
PCRA level 2 = PM level 2 Practitioner |
PCRA levels 3 and 4 = PM level 3 Expert |
|---|---|---|---|
| Has participated in a project that produced the outputs associated with the behavioural indicator. | Has participated in the processes that produced the outputs associated with the behavioural indicator in support of a project of any risk and complexity. | Has direct experience or as performing the role of project manager has managed others undertaking the processes and producing the outputs associated with the behavioural indicator on a PCRA level 1 project or higher, or in a leadership position in a PCRA level 2 or above project. | Has direct experience or as performing the role of project manager has managed others undertaking the processes and producing the outputs associated with the behavioural indicator on a PCRA level 2 or higher, or in a leadership position in a PCRA level 3 or above project. Has planned, designed, adapted or tailored the processes associated with the behavioural indicator for a PCRA level 2 or higher project. |
| Can identify the inputs, processes and outputs associated with the behavioural indicator. | Can implement courses of action that reflect an understanding of the inputs, processes and outputs associated with the behavioural indicator. | Has developed plans that demonstrate a good knowledge of the inputs, processes and outputs associated with the behavioural indicator. | Has developed broad strategies that reflect an in-depth understanding of how the processes associated with the behavioural indicator can be tailored in support of projects of varying complexity and risk. |
| Can describe how the behavioural indicator could be applied. | Has applied the behavioural indicator with supervision in a PCRA level 1 project. | Adapts plans to take into account the relationships between the processes associated with the behavioural indicator and other processes involved in the management of the project. Has applied them independently in a PCRA level 1 project or higher. |
Assesses or evaluates the application of the processes associated with the behavioural indicator on a project. Has mentored others on the processes associated with the behavioural indicator. |
Table 1 Notes
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Appendix A
Project management knowledge requirements and statements
These knowledge requirements are provided in support of the technical competencies previously listed in this document. This is an attempt to organize knowledge requirements according to corresponding competencies. Therefore, knowledge requirements may be duplicated in more than one competency. This way, users can focus on just one section at a time.
General knowledge
- Project management principles, processes and lexicon
- Project management methodologies and their applications such as waterfall, incremental and agile
- Project life cycle including project phases and gates
- Project approval process
- Government, department or agency and group priorities
- Information technology principles, policies and tools
- Communication principles
- Leadership principles
1. Project requirements management
- Operational requirements
- Operational environment
- Determining, documenting and managing stakeholder needs and requirements to meet project objectives
- Specific, measurable, achievable, relevant and traceable requirements
- Methods of verification and validation of requirements
- Communication principles
- Principles and tools associated with the traceability of requirements
2. Project scope management
- Project management principles, processes and lexicon
- Scope management plan
- Scope statement
- Scope definition, validation and control
- Work breakdown structure
- Contract management principles and tools
- Negotiation methods and techniques
- Performance measurement principles and tools
3. Project schedule management
- Project management principles, processes and lexicon
- Schedule management plan
- Work breakdown structure
- Scheduling principles, methodologies and tools such as 3-points estimate, critical path and Program Evaluation and Review Technique
- Processes required to manage the timely completion of the project such as defining and sequencing activities, estimating activity durations and monitoring the status of project activities
- Advanced performance measurement techniques such as earned value management
4. Project cost management
- Project management principles, processes and lexicon
- Delegation of financial authority
- Financial management systems
- Financial analysis techniques
- Financial management, control and budgets
- Cost management plan
- Cost planning principles and estimation methodologies such as 3-points estimate, critical path, program evaluation and review technique, etc.
- Work breakdown structure
- Cost baseline
- Life cycle costing (acquisition, operations, maintenance, disposal)
- Advanced performance measurement techniques, such as earned value management
- Contract management principles and tools
- Negotiation methods and techniques
5. Project integration management
- Project management principles, processes and lexicon
- Principles and tools associated with the traceability of requirements
- Change control methodologies
- Integrated change control
- Team management
- Negotiation methods and techniques
- Communication principles
- Project charter
- Project management plan
- Directing and managing project work
- Monitoring and controlling project work
- Project or project phase closing activities
- Lessons learned
- Performance measurement principles and tools
- System engineering and system integration
6. Project communications and information management
- Project management principles, processes and lexicon
- Communication management plan
- Communication policies
- Information management policies
- Communication principles and techniques
- Negotiation methods and techniques
- Role of public affairs in government projects
- Project stakeholder communications strategy and planning
- Methods to engage industry such as letter of interest, request for information and request for proposal
7. Project stakeholder management
- Project management principles, processes and lexicon
- Stakeholder identification and analysis methodologies
- Stakeholder management plan
- Stakeholder engagement approaches and methods
- Stakeholder register
- Communication policies
- Communications principles and techniques
- Information management policies and procedures
- Negotiation methods and techniques
- Role of fairness monitors and third parties in government acquisition
8. Project quality management
- Project management principles, processes and lexicon
- Quality assurance
- Quality control
- Quality management plan
- Performance measurement principles and tools
- Contract management principles and tools
- System engineering principles
- Test and evaluation methodologies
9. Governance
- Project management principles, processes and lexicon
- Government of Canada’s governance administrative processes and committees
- Department or agency’s governance structure
- Project management concepts and techniques
- Phases of project management
- Project management integration practices
- Common project management tools and templates
- Project approval process
- Performance reporting policies
10. Benefits management
- Project management principles, processes and lexicon
- Government, department or agency and group priorities
- Benefits management principle, tools and documentation
- Project management roles and responsibilities within the benefits life cycle
- Benefits planning, reporting and management throughout the life cycle
11. Project resources management
- General knowledge of project management principles, processes and lexicon
- Human resources policies, process and procedures
- Project management organizational structures
- Project resource roles and responsibilities
- Team management including team building and team motivation techniques
- Activity and resources estimation
- Government of Canada personnel evaluation process
- Personnel management principles
- Dispute resolution principles and methodologies
12. Project risk management
- Project management principles, processes and lexicon
- Risk principles
- Risk mitigation principles
- Qualitative and quantitative risk analysis methodologies
- Risk management plan
- Project risk register
- Risk management tools
- Quality assurance principles
- Quality control principles
- Performance measurement principles and tools
13. Project procurement management
- General knowledge of project management principles, processes and lexicon
- Legislation, regulations and polices related to government procurement
- Financial regulations, policies and authorities
- Roles and responsibilities in government procurement
- Procurement strategies
- Procurement plan development
- Procurement instruments
- Methods of supply
- Statement of work
- Statement of requirements
- Evaluation criteria and rating system
- Costing principles and profit
- Procurement considerations such as industrial, regional and green
- Procurement life cycle
- Contract management principles
- Contract monitoring tools
- Negotiation methods and techniques
- Vendor communications
Appendix B
Definitions
- Baseline
- is an approved plan for the project work against which project execution is compared and deviations are measured for management control.
- Behavioural indicators
- are statements that suggest how a competency might be observed at the different proficiency levels.
- Benefit
- is a measurable improvement that contributes to departmental objectives, including strategic objectives.
- A business owner
is an individual who is responsible for the business or program area for which the project, procurement or program is established. The business owner is responsible for:
- defining the required capabilities, intended business outcomes and benefits of a project, procurement or programme at its outset
- the achievement of the business outcomes and benefits following implementation
- Change control
- is the process of identifying, documenting, approving or rejecting, and controlling changes to a project.
- Competency-based Management (CBM)
- defines organizational culture to maximize the ability to hire and staff, develop and plan succession for fit and attitude.
- Competencies
- are the abilities, skills, knowledge and personal traits that contribute to performance excellence.
- Core competencies
- are those that the Directive on Performance Management has deemed mandatory for all employees, regardless of level or occupation, to demonstrate in order to be productive and perform their duties in the service of Canadians. Core competencies are essential for all employees of the federal public service. They relate to how employees interact with their colleagues and how they perform their work to achieve their work objectives. In performance management, core competencies are assessed because how work gets done is just as important as what work gets done.
- Functional specialist
- is an expert in a specific discipline, such as procurement, human resources, finance, or information technology.
- behavioral or intrapersonal competencies
- refer to the social skills and abilities needed to interact positively and work effectively with other individuals or groups. Examples include communicating with others, sensitively to cultural differences, flexibility when faced with change, effective verbal and non-verbal communications skills, and ability to accept constructive feedback.
- The key leadership competencies
- define the behaviours that are expected of leaders in Canada’s public service. These competencies serve as the basis for the selection, learning, development, performance and talent management of senior leaders.
- Learning
- is the process of acquiring new or modifying existing knowledge, behaviours, skills, values or preferences.
- Make or buy decision
- is the decision to make a deliverable in-house or source it from an external supplier.
- Outcome
- is the benefit that a project delivers.
- Output
- is a result of a process.
- Physical assets
- are tangible items of value that have a future life beyond one year, whether they are Crown- owned, leased or accessed through other arrangements.
- Professional development
- is the process of improving and increasing capabilities through a wide variety of specialized training, formal education or advanced professional learning to help functional specialists improve their professional knowledge, competence, skill and effectiveness.
- Proficiency
- is a high degree of competence or skill and expertise in performing a function.
- Proficiency level
- is the different degrees of familiarity with and ability to perform a function.
- Profile
- is a short description of someone’s education, knowledge, skill, abilities and personal traits that contribute to performance excellence of a specific function.
- Project
- is an activity or series of activities that has a beginning and an end. A project is required to produce defined outputs and realize specific outcomes in support of a public policy objective, within a clear schedule and resource plan. A project is undertaken within specific parameters for time, cost and performance.
- Project charter
- forms the basis of the understanding between the project sponsor and the project manager. It documents the project’s goals and objectives, key deliverables, conditions for success, constraints, roles and responsibilities.
- Project gate
- is a key decision and control point that occurs before the next major milestone or deliverable or a new project phase begins.
- Project management
- is the systematic planning, organizing and control of allocated resources to accomplish identified project objectives and outcomes. Project management is normally reserved for focused, non- repetitive, and time-limited activities that have some degree of risk, and for activities beyond the usual scope of program (operational) activities.
- Project manager
- is the project role that has specific accountability for achieving all of the defined project objectives within the time and resources allocated. The project manager performs the day-to- day management of the project.
- Project management methodology:
- Agile is a value-driven approach that reduces complexity by breaking down the whole project cycle in manageable small sub-cycles allowing continuous feedback and quick reaction to changes
- Scrum comes under the broader umbrella of agile and enables management to prioritize the work that matters the most
- Waterfall is when a project is completed in distinct stages and moves step-by-step to completion
- Project sponsor
- is an executive who is accountable for the successful planning, definition, implementation, transition and close-out of a project or programme, and who represents the interests of the business owner.
- Senior designated official
- is a person responsible for supporting the deputy head in fulfilling their function-specific policy requirements.
- Stakeholder
- is an entity that may be internal or external to the federal public service, such as a citizen, business, service provider, service customer, partner or employee.
- Talent management
- is an organization-wide, holistic strategy for hiring, training and retaining top performing employees.
- Technical competencies
- are mandatory skills or abilities required to do the work based on a particular job or position and that might apply to more than one function.
- Training
- is an organized activity aimed at imparting information and instructions to improve the recipient’s performance or to help them attain a required level of knowledge or skill.
- Variance
- is a measurable change from a baseline.
- Work breakdown structure
- is a deliverable orientated breakdown of a project into smaller components.
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