Contract*Admin Help Page

Project Charter/Statement of Work Help

Address #1

Please provide the address of your work location.


Address #2

Please provide your departmental address, if different from the above.


Approval Authority/Project Leader

Approval Authority/Project Leader is typically a senior departmental official who has an overall responsibility for the Project and is accountable for its all external and internal aspects. If the assigned Approval Authority is not a Project Leader, please specify who is the Project Leader in the section Additional Approval Authority below. Note that the Enhanced Framework for the Management of IT Projects requires the Project Leader's assignment as a part of defining overall departmental accountabilities for the Project Charter.


Approval Required

The vendor should obtain required security clearance.



A corporation or a person that submitted a reply to the RFP with a proposal to supply certain goods or services to the government.


Business Contacts

Provide a list of business contacts to followup, including their name, title, organizational affiliation, Web, email, fax, phone, address, business description and required actions


Cancel My Service Contract

You can use this command only before a Service Contract has been sent to the selected Supplier.


Changes in this Revision

Explain your request for information and provide reasons for amending the contract.



A Competitive Bid below the NAFTA Threshold of CAD$80,900, including travel and living, amendments, and taxes, such as GST or HST, generally requires:

  1. Conducting a search on PWGSC IPS Marketplace to find three or more Potential Bidders for either a GOL or a Non-GOL RFP.

  2. Alternatively, at least one Potential Bidder should be found for a GOL RFP among the vendors placed on the preapproved list for GOL projects.

  3. If three or more bids have been received from the Bidders submitted before the deadline, the bidding process has been considered competitive and a supplier can be selected.

  4. If less than three bids have been received, apply to the Departmental Approval Authority (through Materiel Management Group) with the justification for selecting a particular bidder or conduct a new search on IPS Marketplace so the bid could satisfy competitive requirements.

  5. If the Vendor has been involved in a previous phases of the same project that the total of all past and bided projects for this Vendor does not exceed the NAFTA Threshold of CAD$80,900, including travel and living, amendments, and taxes, such as GST or HST.


Competitive Search Criteria

Criteria used to create the search.


Contact Person

This is a person to contact if you are unaccessible for an extended time period or your email bounces.


Contract Amendment Requested

Use this form only after the Service Contract has been approved by both parties and is in effect.


Contract*Admin Transaction Authorization Number (Contract Number)

All administrative and financial matters relating to the Contract*Admin transaction are linked through its Contract Number.


Contract*Admin Transaction Locator

A Contract*Admin Transaction Locator is a special code you get from Contract*Admin to confirm your transaction. Enter it here for all of your transactions, for convenient storage.


Contracting Authority

Purchasing/Materiel Management Approval


Corporate Business Name

Name under which the Vendor normally carries on business (if different from the legal identity stated above)


Corporate Code

A code that uniquely identifies your organization.


Corporate Legal Name

Full and complete legal identity of the Vendor as it appears on the Articles of Incorporation, partnership agreement, or other legal documents.



The goal of debriefing process is to help unsuccessful bidders learn how they might do better next time. Debriefing should also help Project Manager and other contract participants to learn how to improve their acquisition process in the future.

Debriefings should be sent to unsuccessful bidders only after contract award and at their request. According to PWGSC regulations, debriefing should include an outline of the reasons the bid was not successful, making reference to the evaluation criteria. In addition, unsuccessful bidders must be informed of the recourse mechanisms available to them, should they feel that despite the information provided during the debriefing, they are still dissatisfied with the handling of a particular procurement. In the case of procurements subject to trade agreements, unsuccessful bidders shall be informed that they have the right to file a complaint with the Canadian International Trade Tribunal (CITT). In the case of procurements not subject to trade agreements, unsuccessful bidders shall be informed that they have the right to bring action in Federal Court.

In carrying out debriefings, Federal Government Departments must ensure that they do not divulge information that is confidential to other suppliers. The following requests for bid, contract or standing offer information can be handled by contracting officers on a routine basis, after a contract has been awarded:

  1. The name of the successful bidder and unsuccessful corporate bidders, responsive and non responsive, together with the total amount of their bid and total score if applicable. Include an outline of the criteria that were used in the evaluation of the proposal and the points allotted by the evaluation team. Comments supporting the allotted points should also be provided. Since information on bidders who are individuals may qualify for exemption under the Privacy Act, such requests should be directed to the Access to Information and Privacy Office.
  2. For all goods and services requirements subject to public opening, information which was released at the public opening of bids (i.e. name and address of each bidder and the total amount of each bid);

Description of Services/Initial Mandate

Describe the initial request of the Project Originator and provide a summary of the services requested.


Designated Responsible Officer

Designated Responsible Officer is a Corporate Officer (typically CEO, President, CFO, Chief Legal Oficer or a Vice President) who has a right to sign a Service Agreement on behalf of the Vendor.




Forgot your UserID or Password?

If you have forgotten your UserID or Password, please send an email to the PCH Contract*Admin Administrator stating your name, Branch and Directorate and other relevant information about your account. For instance, include your Secret Word Type and your Secret Word if you can remember it. Also include what you would like you new UserID and/or password to be.

After validating your claim, the PCH Contract*Admin Administrator will email you back your new UserID and password. To satisfy security requirements, we will also notify your manager that the request to obtain a new password has been made.


IPS Marketplace Mandatory Criteria

Mandatory requirements identify at the outset the minimum requirements for bids to be considered. This allows bidders to identify those requirements for which they can bid, and permits the evaluation team to objectively screen bidders which do not have the necessary competence and capability for undertaking the Work.

Mandatory requirements are evaluated on a simple pass/fail basis. The treatment of mandatory requirements in any procurement process is very stringent. This is usually conveyed to prospective Bidders in the bid solicitation document by inserting provisions which clearly indicate that failure to meet any of the mandatory criteria will render the bid non-compliant and that it will be given no further consideration. For this reason mandatory criteria should be kept to a minimum and restricted to essential elements and capabilities of the bidders, needed to do the work. Mandatory criteria are expressed by using imperative verbs such as "shall", "must" and "will". Mandatory requirements are not rated and therefore need to be separated from point rated requirements. They must never be changed or relaxed in any way after bid closing.

Examples of Mandatory Evaluation Criteria:


Make this record inactive

You can "delete" users by marking this field as "Yes". As no record is ever deleted from the database, "Yes" really means here that a particular record has been deactivated.


Modify My Service Contract

Before it has been sent to the selected Supplier, a Service Contract can be modified as many times as necessary using Contract*Admin system. Afterwards, for any change in the text please produce a Contract Amendment (see page:



If less than three Potential Bidders have been found for a Non-GOL RFP, the RFP can't ascertain a competitive bid. Originate instead a Notice of Proposed Procurement (NPP) to be placed on Merx.


Notification Required

The vendor already has required security clearance. Notify the Departmental Security Manager about the project's security requirements.



Please select a password that is five to eight characters long. For better security, use both letters and digits in your password. Spaces are not permitted in user names or passwords.


Phone Number

Provide area code


Proposed Evaluation Team

Minimum 3 members are required to participate in the evaluation of IPS Marketplace projects, see PWGSC regulations on evaluation procedures at:


Rate This Resorce

Please rate the importance of our services.


Report delivery method

Select Report Delivery Method for routine transactions and periodic reporting.


Required Field

To proceed with a form that has one or more Required Fields you must enter valid responses in all fields marked as Required.


Resource Ratings

These rating have been assigned by the PCH Contract*Admin users. Make yourself heard.


Senior Executive Authority

Your ADM, VP, DM or CEO -- for exceptions.


Signing Authority/Project Sponsor

Signing Authority/Project Sponsor is typically a senior official in the department responsible for the business function that the project supports. His participation and signature ensures that the department understands the value and importance of the project and, ultimately, for realizing the benefits predicted for the project. If the assigned Signing Authority is not a Project Sponsor, please specify who is the Project Sponsor in the section Additional Approval Authority below. Note that the Enhanced Framework for the Management of IT Projects requires the Project Sponsor's assignment as a part of defining overall departmental accountabilities for the Project Charter.


Sole Source Justification

Justification should state whether:

Reminder: For requirements over $25,000.00 additional justification must be provided.


Special requirements

Write here any individual requests that you might have in relation to this transaction.



Describes the progress of documentation workflow on every project with the particular File Number. The values of the Status are:

SARA -- Service Acquisition Request Active
SARH -- Service Acquisition Request Archived
SARC -- Service Acquisition Request Cancelled
SCA -- Service Contract Active
SCM -- Service Contract Amendment
SCH -- Service Contract Archived
SCC -- Service Contract Cancelled



A corporation or a person that already won a bid to supply certain goods or services to the government.


Total Estimated Cost

When using Contract*Admin System, total contract dollar value should always be below the NAFTA Threshold of CAD$80,900, including travel and living, amendments, and taxes, such as GST or HST.


Travel and Living Estimated Cost

A part of the Total Estimated Cost.



Please select a UserID that is five to eight characters long, without spaces. Keep it confidential. Spaces are not permitted in user names or passwords.


User Identifier Number (UIN)

An individual number for each registered user.



A corporation or a person willing to supply certain goods or services to the government.

top Project Charter/Statement of Work Help


This section identifies the names and roles of the project stakeholders and their approval of the Project Charter. Signatures are often included in this section, though in some organizations a listing of the Project Sponsor and Project Manager is all that is required.



Any dependencies outside of the Project Manager's direct control, or outside of the scope of the project (but which may still influence the project success) should be identified. For example, activities to be carried out by a client or subcontractor, or activities or deliverables from an external project that are required within the context of this project.

Internal dependencies must also be considered. Dependencies of the project, and/or the project deliverable (product) on other projects/products (existing or in development) should be clearly identified. For example, if a needed resource cannot become available until another project is completed, this dependency should be identified and the related risk documented in the appropriate section of the Project Charter. Required linkages to other existing or planned systems should also be identified.


IPS Marketplace RFP Statement of Work or Requirements Description

The Statement of Work or requirements description should clearly describe the work to be carried out, the objectives to be attained and the time frame. It should be:

  1. explicit about the client’s requirements and the contractor’s responsibilities so that questions of interpretation can be avoided; and

  2. detailed enough to ensure that the Federal Government Department receives the services that it requires but, at the same time, flexible enough to permit innovation and initiative by the Contractor in the interests of the Federal Government Department. The Statement of Work should identify the specific stages of the work, their sequence, their relationship to the overall work in general and to each other in particular. The type, magnitude and complexity of the work will determine the degree of detail required.

The following elements may be included as applicable:


Organization and Responsibilities

This section identifies the required Project Team, and, taking the organization's Resource Plan and the project skill requirements into account, assigns roles and responsibilities to named individuals.

The organization may include:

  1. Executive Committee
  2. Project Leader
  3. Project Manager (IT Project Manager and/or Business Area Project Manager)
  4. IT Area Project Team Leaders (Development Team Leaders or IT Area Project Team Leaders who assist the Project Manager in administering and/or managing specific aspects of the project)
  5. Project Team Member(s) (including IT team members and business clients)
  6. Test Co-ordinator
  7. Quality Assurer
  8. Configuration Controller
  9. Change Controller

The same person may have multiple roles on a project. For example, on smaller projects, the Project Manager may also be a Project Team member, Change and Configuration Controller and Test Co-ordinator. On smaller projects, an Executive Committee may not be appointed and the Project Leader handles the approval and oversight roles.

On larger projects IT Area Project Team Leaders may be appointed to assist the Project Manager in coordinating the overall project activities and in managing specific workplan deliverables.

On most projects, it is preferable that the Project Manager does not also fulfil a team member role, as this tends to distract from their primary project management duties.

These roles are further described in the IT Project Manager’s Handbook, General Roles and Responsibilities.

Within this section, reporting relationships and project interfaces should be described. Required approvals (e.g., TBS submissions), interfaces with organizations such as PWGSC (for procurement) and with review, oversight, and/or steering committees should all be documented.

Note that the Enhanced Framework for the Management of IT Projects requires as a part of defining overall departmental accountabilities for the Project Charter that:


Outstanding Issues

Identify any outstanding issues that need to be resolved within the scope of the Project. These are issues that have been identified during the Business Case creation and approval process and/or through the project initiation process.


Plans for Support Activities

Plans for support activities are described here. Examples of support activities are training, quality assurance, configuration management, and documentation support. If these plans exist as documents external to the Project Plan (e.g. Configuration Management Plan, Quality Plan, Project Training Plan), they should be referenced here.


Process Options and Deviations

If your Department already has a defined Project Management Methodology or Systems Development Life Cycle Methodology, these should be followed on this project. If for any reason, deviations from these defined standards are deemed necessary and/or appropriate for this project, these deviations should be identified and the rationale and appropriate approval for such deviation be recorded here.


Project Charter

The Project Charter is a tool to obtain commitment from all affected groups and individuals associated with a specific project. It is a communication vehicle that can be referenced throughout the project. It provides a quick reference and overview of the project and lays the foundation for the project structure and how the project will be managed.


Project Control

Project control explains the methods and processes that will be implemented to assist the Project Manager in identifying project progress and communicating that progress to the project team, project sponsor, and project stakeholders. It also includes definition of the approach for resolving deviations from the project plan and taking corrective action.

Project control should include:

This section should also identify the methods and policies to be used for project scope control, issue management, and change and configuration management.

Also within this section should be an outline of the project communications plan – the methods, timing, audience, etc. of project communications (tools to be used, methods of delivery, recipients, collection of project information and feedback and archiving of project working papers).


Project Cost Estimate

This section outlines the project cost, estimated in accordance with your department's Estimation Procedure. If your department does not have a defined procedure, refer to the Project Manager's Handbook. Costs should be itemized (i.e. labour, equipment, office space) and broken down by project stage and project phase. Additionally, the procurement policies and methods to be used within the project should be detailed (who is responsible for purchasing decisions and developing and managing purchase orders, requests for proposal, etc. and how will these be managed).

Information used to derive the cost estimate should also be included (assumptions made, sources of costing information, historical costs used to estimate the costs).


Project Deliverables and Quality Objectives

Provide a list of deliverables that will be generated both during and on completion of the project. Identify key milestones. For each deliverable, provide a description of its quality objectives in terms of output quality and approval requirements. (For example, "interim status reports will be provided weekly to the Project Sponsor and Project Team Leaders and will be approved by each person prior to being accepted within the project archives.") The amount of support to be allocated to the implemented product or service should also be included as a quality objective.


Project Effort Estimate

This section identifies the project effort, in person days or person months, estimated in accordance with your department's Estimation Procedure. If your department does not have a defined procedure, refer to the Project Manager's Handbook. Effort should be broken-down by project stage and project phase.

Information used to derive the effort estimate should also be included (assumptions, historical results used to develop the estimates, etc.).


Project Facilities and Resources

The project's requirements for facilities and resources, such as office space, special facilities, computer equipment, office equipment, and support tools should be identified.

Responsibilities to procure or develop these items should be clearly assigned and described here.

Planning for adequate computer resources (i.e. memory, processor use, disk space) takes into account the size of the software solution being acquired and/or developed, the project staffing levels, and past history of similar projects.


Project Leader

See Approval Authority/Project Leader.


Project Manager

Project Manager 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 Objectives

Identify the overall objectives for the project. Identify what the project is intended to achieve, in business and technical terms. Refer to the Investment Decision, the Business Case and the Logical Framework Analysis.


Project Purpose

A brief description of the project should be provided. This should describe in business terms the reason for the project and the overall timing and expectations. Some background information about how and why the project was initiated should also be included. Describe who (in terms of individual roles and/or organizational areas) will use the final outcome of the project and identify any other stakeholders who will be impacted by the results of the project. The Business Case document may already contain the information to be included in this section and should be referenced as appropriate.


Project Schedule

A Gantt chart of activities, resources and assigned responsibilities allocated to them. Your Department's Project Management Methodology and/or Systems Development Life Cycle Methodology may influence the creation of this Gantt chart (including the associated Work Breakdown Structure).

The project schedule must take into account critical dependencies between the project groups.

Use of a Project Management software tool is recommended to produce the project schedule and to monitor the progress against the schedule.


Project Scope

Identify the project scope and the product/service scope.

The product scope defines the spectrum of features and functionality that will be delivered and the limits that have been imposed in order to control the release or delivery of the product or service (what the project will accomplish). The product scope description within the Project Charter will not constitute the requirements specification for the product. Rather, it is expected to provide a general description of the product and the initial understanding and agreement about the scope of that product.

The project scope defines the work that is required to deliver the project product or service to meet the project objectives (how the project will be accomplished).

Although the product scope and project scope are tightly related, the remaining sections of the Project Charter cover the project scope and the processes required to deliver the project. The focus within the Charter should remain on project processes.


Project Sponsor

See Signing Authority/Project Sponsor.


Quality Control Activities

Quality control activities relate to both the project management processes and deliverables, and the product development processes and deliverables. A list of all the quality reviews and quality tests that will be carried out during the project, including ownership, approximate schedule and effort required. For example, review of the Project Plan, design reviews, unit testing, system testing, acceptance testing should be identified.

A list of all joint customer/client reviews should be identified and planned for. Include meetings to review acceptance test results and conformance to agreed-upon requirements.

At this point in the project, the specific product-related reviews and processes (design reviews, system tests, etc.) might not yet be known. However, an overview of the types of reviews that are expected to take place and the level of involvement from various project stakeholders and team members, should be listed here.



Identify any other documents, including, for example, the IM/IT Investment Decision, the Business Case and/or the Logical Framework Analysis, (in electronic and/or paper form) that relate to the project at the time of development of the Project Charter. Include the current revision number, issue date, author, location of the document and method of access for each document or reference. It is not necessary to repeat the detailed content of these related documents. Rather, enough information should be provided in this section to explain how the document relates to the project, what it contains that is pertinent to the project, and how it can be located.


Risk Management

Any risks associated with the project and the actions that can be taken, during the project to minimize the risks need to be identified. Mitigation and planned response approaches should also be identified.

For example, a risk may be a dependency upon a single skill (one resource) within the organization. The management required would be, at least, to have identified alternative sources of that skill or provide on-the-job training for a backup resource. Use of a new type of hardware could also be considered to be a risk. The management required here could be to introduce early prototyping or additional testing.

The process for identifying, documenting, tracking and monitoring risks, as well as implementing risk avoidance, mitigation and response strategies needs to be defined.

On larger projects, the Risk Management Plan may reside outside of this document. On smaller projects, it will begin as part of the Project Charter but will need to be updated throughout the life of the project within an external document or system.

The federal government has adopted an approach called Continuous Risk Management (CRM). It is based on common sense and practical project management considerations. It is comprehensive and thorough. It is an aggregate of proven best practices that has been successfully used on a growing number of projects in several government departments.

The approach is generic and non-proprietary. All materiels are in the public domain. This includes a Guidebook and its contents, such as the taxonomy questionnaire and any algorithms that might be used in the associated tools and techniques. There is no requirement to depend on a proprietary algorithm or special software to generate results.

Training is readily available and personnel in departments can quickly become self-sufficient. There is no requirement to hire consultants to conduct/interpret assessments. The approach can be quickly implemented in a specific project or in an organisation's portfolio of projects. The Guidebook clearly explains how to do this.

More information on CRM can be obtained at the Treasury Board Secretariat's Chief Information Officer's web-site under the Enhanced Management Framework.



Define any unique of significant terms and/or acronyms that will be commonly used within the project. Terms that may be new or confusing to project stakeholders should be clearly explained.



A description of the project life cycle (project) and the solution delivery life cycle (product development) should be included. A definition of the stages to be used on the project, the objectives of each stage and their entry and exit criteria need to be clearly defined.

Refer to your department's definition of phase inputs, outputs and entry and exit criteria. For each life cycle phase, applicable procedures, methods, and standards should be referenced or identified (if your department does not have a defined procedure, refer to the Project Manager's Handbook).