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Successfully Navigate the Project Intake Process

To improve the delivery of successful IM/IT products or services that meet Ministry goals and objectives, business units work with experienced senior business consultants. Following the Ministry IM/IT Governance process ensures that project proposals, which have been championed by a ministry business unit, will obtain funding and approvals for strategically important initiatives.

Step 1: Obtain Business Unit Endorsement

• Follow your business unit’s project authorization process
  • Create a Concept Case / Business Case
  • Receive approval to proceed
  • The business unit’s analyst works closely with the Project Secretariat Senior Business Consultant (SBC) and holds biweekly meetings to surface initiatives and concerns
  • Register proposal in the ministry project tracking system
• Develop your operating model
  • What does it mean to be “done”?
  • Who will maintain and operate the product?
  • What is the sustainment lifecycle for the product?

Step 2: Follow the Ministry IM/IT Project Intake Process

• Submit a project intake form
  • The IM/IT Project Coordinator works with the SBC to ensure the submission receives visibility
  • Provide project summary information
  • Complete a client project survey in order to rank the submission
• Provide resources to participate at the Architecture Review Board(ARB)
  • The ARB assesses the submission to determine technical fit with Government CIO / Ministry CIO direction
  • The Project Review Approval Board (PRAB) conducts a project review
    • Upon approval to proceed, a project charter will be required
    • Project submission will be made to the OCIO-Digital Investment Office and authorized by the Deputy Minister Committee

Step 3: Determine Project Resourcing

• For an internally managed initiative:
  • The business unit has the skillset and resources to successfully manage and deliver the project
  • The business unit enters a procurement activity to obtain an IM/IT solution via a Request for Proposal (RFP) process
• For a partnership agreement:
  • The business unit enters into an Alliance agreement with the BCDevExchange and OCIO-Digital Products Division (DPDD) to design and develop a solution -or-
  • The business unit enters into a “Memorandum of Understanding” (MOU) with the IMB to co-develop and deliver an IM/IT solution
    • Incorporate a transition plan section into your MOU
    • Formulate a common understanding of the “definition of done”
  • NOTE: It takes time to resource additional skills (often as long as 6 months), so plan accordingly in your transition plan -or-
  • Draw down on Ministry contract for an external vendor via the IMB’s Request for Service (RFS) process

Step 4: Provide Regular Updates

• This is based upon the reporting requirement
  • IM/IT capital = quarterly
  • Project reporting = monthly
• Working with the Secretariat Portfolio Manager / Project Analyst, provide regular status updates to Ministry executives

Resources

The CITZ IMB maintains a collection of templates and information in their Project Management Resource Centre. Gaurav Mehra provides insight into common challenges encountered in Agile intake processes in this article.

Guidance to Consider

• Understand the Work Intake Process
• The Architecture Review Board should be aware of your project and may ask you to provide a presentation
• Understand why Governance is important
• Adhere to Government IM/IT Principles and Standards

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