6.2 Approved funding Provide in Annex F a summary of approved funding. Indicate whether the approved funding is from an internal PA or EA or from a client department. Is the funding part of existing corporate plans? If so, provide the reference (for example, provide the TB minute number). See . 7.0 Change management 7.1 Technical side of change 7.1.1 Scope management Describe the tools, techniques and approach to be taken to control changes in scope, to determine who will have authority for such change, to identify who will pay for additional fees/costs, and to monitor the impact on other aspects such as the budget, schedule, and risks associated with the approved changes. Note that in the preliminary project plan, this section may not be highly developed. 7.1.2 Time management Following the scope management process, any approved changes to scope must be included in the project schedules and narratives and approved by the project team. 7.1.3 Cost management The project team must ensure that any approved scope changes following the scope management process must be documented accordingly and any impact on the cost has to be evaluated and reflected in the project cost plan. 7.2 People side of change In the case of projects that may have effects on employees, such as Workplace 2.0 fit-up or activity based workplace (ABW) projects, base building, and renovations, the project team is encouraged to communicate with the project change manager (from the PSPC project team in the case of a PSPC project, or from the client department project team in the case of an OGD project) and with the PSPC change management advisor (from the PSPC Workplace Solutions Change Management Unit) assigned to the project, regarding all change-related matters that will affect employees. See . 8.0 Risk management Risk analyses and plans are to be prepared following TB guidelines and the NPMS risk management knowledge area. Include a summary of the major risks identified and their potential impacts relative to cost, schedule, quality and political objectives of the project. Describe the planned responses to mitigate, minimize or avoid impacts on costs, schedules and quality. The complete risk analysis and risk management plan are to be included as an annex (Annex G) or a reference document. The potential impact costs associated with the risk analysis should also be included in the cost estimates shown in the Cost management section. Review the risk management plan periodically and amend the risk management plan to include new risks as they appear throughout the life of the project.
6.2 Approved funding Provide in Annex F a summary of approved funding. Indicate whether the approved funding is from an internal PA or EA or from a client department. Is the funding part of existing corporate plans? If so, provide the reference (for example, provide the TB minute number). See . 7.0 Change management 7.1 Technical side of change 7.1.1 Scope management Describe the tools, techniques and approach to be taken to control changes in scope, to determine who will have authority for such change, to identify who will pay for additional fees/costs, and to monitor the impact on other aspects such as the budget, schedule, and risks associated with the approved changes. Note that in the preliminary project plan, this section may not be highly developed. 7.1.2 Time management Following the scope management process, any approved changes to scope must be included in the project schedules and narratives and approved by the project team. 7.1.3 Cost management The project team must ensure that any approved scope changes following the scope management process must be documented accordingly and any impact on the cost has to be evaluated and reflected in the project cost plan. 7.2 People side of change In the case of projects that may have effects on employees, such as Workplace 2.0 fit-up or activity based workplace (ABW) projects, base building, and renovations, the project team is encouraged to communicate with the project change manager (from the PSPC project team in the case of a PSPC project, or from the client department project team in the case of an OGD project) and with the PSPC change management advisor (from the PSPC Workplace Solutions Change Management Unit) assigned to the project, regarding all change-related matters that will affect employees. See . 8.0 Risk management Risk analyses and plans are to be prepared following TB guidelines and the NPMS risk management knowledge area. Include a summary of the major risks identified and their potential impacts relative to cost, schedule, quality and political objectives of the project. Describe the planned responses to mitigate, minimize or avoid impacts on costs, schedules and quality. The complete risk analysis and risk management plan are to be included as an annex (Annex G) or a reference document. The potential impact costs associated with the risk analysis should also be included in the cost estimates shown in the Cost management section. Review the risk management plan periodically and amend the risk management plan to include new risks as they appear throughout the life of the project.
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