ARCHIVED - About EMF - Enhanced Management Framework

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Practices

In the past, project success has relied primarily on the heroic efforts of the project team. Often the team has had to work in isolation, unsupported or misunderstood by the larger IT or Business organizations. Project success has been dependent upon the creativity, determination and relentless hard work of the project team, often in spite of these organizations.

The Business Directions (Principle 1) of a department provide the foundation for project success. It includes such practices as:

• projects being compatible with both business and information management plans of a department;
• full business-case analyses being performed; and
• clients being fully involved in all phases of the project.

Once a project has been defined that meets the Business Directions of a department, then the Accountabilities (Principle 2) for the project need to be established. This ensures that the following practices are defined and communicated:

• the accountability of departments for projects;
• the role of TBS for the project framework;
• the contracting role of PWGSC;
• the specific and explicit accountabilities of the multiple stakeholders;
• the degree of organization readiness;
• the explicit roles of the project sponsor, project leader and project manager;
• the required competencies of the project team; and
• core responsibilities and functions are not outsourced.

Corporate Discipline refers to the development of project managers (PM) across government to ensure they have the requisite knowledge, skills and experience to manage the project's scope, complexity and risk profile. This development consists of such practices as:

• a consistent project manager discipline;
• government-wide PM development;
• a continuous learning culture; and
• a PM support network.

With all of the above in place and supporting the project, Project Management Decisions have the following practices associated with it:

• decisions are based on risk and projects are structured for minimum risk;
• project off-ramps are linked to a gating process;
• methodologies and tools are defined and used that allow for risk assessment, determination of project complexity, early product delivery, change management, measurement and metrics; and
• a complement of staff exist who are trained in the use of common methodologies and tools.

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