TBIPS P.9 Project Manager - L3

NOTICE OF PROPOSED PROCUREMENT (NPP) For TASK BASED INFORMATICS PROFESSIONAL SERVICES (TBIPS) GSIN: D302A INFORMATICS PROFESSIONAL SERVICES Reference Number: Departmental Solutions Implementation Solicitation Number: IC401611 Organization Name: Innovation, Science and Economic Development Canada – Canadian Intellectual Property Office Solicitation Date: 2016-08-29 Closing Date: 2016-09-13 11:00 AM Eastern Daylight Saving Time EDT Anticipated Start Date: 2016-09-30 Estimated Delivery Date: N/A Estimate Level of Effort:   220 days / year Contract Duration: The initial contract period will be from date of contract award and ends one (1) year after with two (2) irrevocable options to extend it for one (1) year. Solicitation Method: Competitive Applicable Trade Agreements: WTO-AGP, NAFTA, AIT, Canada-Chile, Canada-Colombia, Canada-Panama, Canada-Peru Comprehensive Land Claim Agreement Applies: No Number of Contracts: 1 Requirement Details Tendering Procedure: Selective Tendering This requirement is open only to those TBIPS Supply Arrangement Holders who qualified under Tier 1 for services in the National Capital Region for the following category: One (1) Level 3 – Project Manager The following SA Holders have been invited to submit a proposal: A. Net Solutions Inc. Adecco Employment Services Limited/Services de placement Adecco Limited Adhartas Consulting Inc. ADIRONDACK INFORMATION MANAGEMENT INC., Valcom Consulting Group Inc., FlexEDGE Consulting Inc., IN JOINT VENTURE Amtek Engineering services Ltd. BP & M Government IM & IT Consulting Inc. Deloitte Inc. Emerion Facilité Informatique Canada Inc. Groupe Intersol Group Ltee. Inround Innovations Incorporated, 3056058 Canada Inc., IN JOINT VENTURE IT/Net - Ottawa Inc. MDA Systems Ltd. MERAK Systems Corporation MGIS Inc., B D M K Consultants Inc IN JOINT VENTURE Microsoft Canada Inc. Modis Canada Inc Phirelight Security Solutions Inc. S.i. Systems Ltd. Solutions Moerae Inc Somos Consulting Group Ltd. Systemscope Inc. TEKSYSTEMS CANADA INC./SOCIETY TEKSYSTEMS CANADA INC. The Herjavec Group TITLE IT Project Managers – Departmental Solutions Implementation BACKGROUND The current state of the Canadian Intellectual Property Office's (CIPO) Information Technology (IT) systems impacts the organization’s ability to fulfill its vision and mandate in an effective manner. Outdated IT systems also constrain CIPO from operating efficiently, and have affected its capacity to meet modern-day demands and business needs of its customers. Furthermore, the cost of maintaining multiple systems that cannot be integrated poses a serious financial and operational risk for the organization. In 2013, a CIPO IT Modernization initiative was established to replace outdated, aging, costly and inflexible legacy IT systems with modern, industry proven, component-based, agile technologies – while concurrently, aligning to and leveraging Government of Canada enterprise standards and solutions. CIPO IT Modernization is concerned with providing the organization with efficient and responsive information technology systems that support CIPO’s ability to encourage innovation and respond to the Intellectual Property Community’s business needs, while also helping maintain a dynamic regulatory framework to respond to business Intellectual Property needs. As such the two areas of focus for CIPO IT Modernization are:

improving the online customer experience, and transitioning the organization to a modernized set of industry proven technologies.

The modernization of CIPO’s IT infrastructure will be achieved through a carefully scoped and executed sequence of IT projects over a 5-7 year time frame, to ensure that CIPO is able to learn from and build upon early implementations. This iterative process, known as the "component-based" approach, will ensure that continuous improvements in capabilities and efficiencies can be progressively realized as the portfolio of projects unfolds for maximum realization of benefits. The projects are being managed under an umbrella which is referred to as IT Modernization. A Program Management approach is being taken for CIPO IT Modernization wherein:

Individual projects are independently initiated, executed and closed in accordance with Innovation, Sciences and Economic Development Canada’s Project Stage-Gate Framework and governance; Multiple projects and activities are coordinated at a “portfolio level”, ensuring the on-going alignment of project activities to CIPO’s strategic objectives and to maintain appropriate oversight and management of collective project risks; A governance structure composed of executives from CIPO and Innovation, Sciences and Economic Development Canada, provides independent oversight of the project management teams; and A formal review through Innovation, Sciences and Economic Development Canada’s Audit and Evaluation Branch has just been completed and the management action plan is being shared with the departments’ Audit Committee against the auditor’s recommendations. Yearly reviews are planned for all major IT Modernization projects in progress.

OBJECTIVE CIPO requires 2 Senior Project Management Resources with experience managing projects of high complexity. The resources must have in-depth project management experience with implementing specific commercial off the shelf (COTS) solutions in a Government of Canada setting. The industry proven Senior Project Management Resources will provide expert scrutiny of project schedules, project budgets and ensure there is a rigid boundary on scope. The Senior Project Management Resources must possess a wealth of experience serving multiple clients facing similar problems, and will use proven methodologies; soft-skills and best practices to successfully manage the IT transformation change required by the projects Conducting these modifications will affect the Business, the Clients and the IT people and bring the organization to face a cultural change in the way the daily operations are managed from every stakeholder’s perspective. The Senior Project Management Resources will accompany the stakeholders to understand, accept and participate actively with the transformation of the organization by reaching a maturity level that will bring the organization to benefit from the transformation. SCOPE OF WORK 4.1 General Two Senior Project Management Resources will be responsible for the project planning/alignment, execution and delivery of the following projects:

Master Data Management (MDM) BI and Analytics Integrated Financial Solution CIPO Smart search

In addition, the Senior Project Management Resources may, at CIPO's discretion, also be assigned to any of the following CIPO IT Modernization areas during the contract's entire duration (including during the option year):

Client Relationship Management IP Case and Workflow Patents

GENERAL DESCRIPTION

Reporting to the ITM Programme Director the project Manager will be responsible for the on-time, on-scope and on-budget delivery of the Innovation, Sciences and Economic Development Canada Stage-Gates 1, 2 and 3 deliverables required for the Project(s); Ensuring alignment and coordination of the project(s) with the overall direction and enterprise strategy of Innovation, Sciences and Economic Development Canada's Chief Information Officer (CIO) Branch; Managing the project(s) during the development, implementation and operations start-up by ensuring that resources are made available and that the project(s) is/are developed and fully operational within previously agreed time, cost and performance parameters (Stage-Gates 4 and 5); Formulating statements of problems; establishing procedures for the development and implementation of significant, new or modified project elements to solve these problems, and obtains approval thereof; Defining and documenting the objectives for the project; determining budgetary requirements, the composition, roles and responsibilities and terms of reference for the project team; Reporting on the progress of the project on an ongoing basis and at scheduled points in the life cycle using factual information tracked in the projects schedule and detailed project plan; Meeting with stakeholders and other Project Management Resources and states problems in a form capable of being solved; Preparing plans, charts, tables and diagrams to assist in analyzing or displaying problems; works with a variety of project management tools. The Project Management Resource is expected to possess sufficient proficiency with project scheduling tools in order to facilitate bi-weekly information roll-up into a greater Programme view.

4.2 Tasks Following the Innovation, Sciences and Economic Development Canada Project Management Stage-Gate Framework, the Senior Project Management Resources are responsible and accountable for producing the deliverables for each of the various Stage-Gates: The Senior Project Management Resources will: Launch Stage 1 · Idea Generation

Develop a Business Proposal Develop an initial Work Breakdown Structure (WBS) Develop an initial Project Schedule Develop a Rough Order of Magnitude (ROM) , Cost Break down and Return on Investment Calculation Create a Project Collaboration Site Chair a Project Working Group across the Lines of Business Provide status reports and present project updates at Internal Governance Committees

Launch Stage 2 - Concept Initiation

Develop a Business Case Develop a Project Charter Oversee the development of and approve the High Level Business Requirements Develop the Work Breakdown Structure (WBS) Assess the Project Complexity and Risk (PCRA) against the Organizational Project Management Capacity Assessment Oversee the creation of the Preliminary Privacy Impact Assessment (PPIA) Oversee the creation of the Statement of Sensitivity (SOS) Develop and shepherd through approval of the Treasury Board Submission Preliminary Project Approval (PPA)

Launch Stage 3 - Project Planning

Develop a Project Management Plan (PMP) Oversee the development of and approve Detailed Business Requirements Oversee the development of and approve Detailed Functional Requirements Oversee the creation of the Privacy Impact Assessment (PIA) Oversee the creation of the Threat and Risk Assessment (TRA) Assess Project Complexity and Risk (PCRA) Complete [n formation Management (IM) Checklist Develop and shepherd through approval of the Treasury Board Submission Effective Project Approval (EPA)

Launch Stage 4 - Project Execution

Coordinate all internal and external teams through the project execution phases Carry out all standard project oversight activities (risk and issue management, communications, status reporting,

maintain project schedule(s) and WBS according to CIPO standards, manage work schedules, monitor project performance against baselines, monitor expenditures) Develop a Transition Plan Contribute towards QA Test Plans Request Project Changes

Launch Stage 5 - Project Close-out

Create the Project Closeout and Lessons Learned Reports Create the Outcomes Realization Results Report

4.3 Deliverables Launch Stage 1 - Idea Generation

Business Proposal that must be approved by the Project Sponsor[1] and the Program Manager in the Departmental Project Portfolio Management (DPPM) Tool. The Business Proposal must be presented to and- approved by the IM/IT Committee, and the Programs Steering Committee Initial Work Breakdown Structure (WBS) in MS Visio which must be approved by the Program Manager; Initial Project Schedule in MS Project which must be approved by the Program Manager; Rough Order of Magnitude (ROM), Cost Break down and Return on Investment Calculation using MS Excel Templates which must be approved by the Program Manager and Project Sponsor; Creation of a Project Collaboration Site (cg. Wiki, Confluence); Chairing of regular Project Working Group meetings across the Lines of Business bi-weekly; and Status reports and presentation of project updates at Internal Governance Committees.

Launch Stage 2 - Concept Initiation

Business Case that must be approved by the Project Sponsor and the Program Manager. The Business Case must be presented to and approved by the IM/IT Committee, and the Programs Steering Committee Project Charter in MS Word, which must be approved by the Program Manager and Project Sponsor; Guidance and input into the High Level Business Requirements that have been approved by the Project Sponsor; Work Breakdown Structure (WBS) in MS Visio that must be approved the Program Manager; Project Complexity and Risk Assessment (PCRA) against the Organizational Project Management Capacity Assessment; Guidance and input into the Preliminary Privacy Impact Assessment (PPIA); Guidance and input into the Statement of Sensitivity (SOS); Assessment of the Preliminary Project Complexity and Risk Assessment (PCRA) against the Organizational Project Management Capacity Assessment; and Development and shepherding through approval of the Treasury Board Submission based on the Preliminary PCRA score so that project is managed in a manner that is consistent with the assessed level of complexity and risk. This includes demonstrating that both knowledgeable, integrated, multi-disciplinary project teams and effective project management systems and processes support the project management function.

Launch Stage 3 - Project Planning

Project Management Plan (PMP) that must be approved by the Project Sponsor and the Program Manager. The PMP must be presented to and approved by the Programs Steering Committee, IM/IT Committee and the Investment Oversight Committee (IOC); Guidance and input into the Detailed Business Requirements; Guidance and input into the Detailed Functional Requirements; Guidance and input into the Privacy Impact Assessment (PIA); Guidance and input into the Threat and Risk Assessment (TRA) and Statement of Sensitivity (SOS); Completing the Information Management (IM) Checklist; Project Complexity and Risk Assessment (PCRA) which must be approved by the Program Manager; Assessment of the Project Complexity and Risk Assessment(PCRA); and Development and shepherding through approval of the Treasury Board Submission based on the PCRA score to determine the expected management processes and controls necessary to foster the achievement of project outcomes and limit the risk to stakeholders and taxpayers.

Launch Stage 4 - Project Execution

Guidance and input into the Transition Plan with the Business Line Change Managers. The Transition Plan must be approved by the Project Sponsor and the Program Manager. The Transition Plan must also be presented to and approved by the Programs Steering Committee, IM/IT Committee and the Investment Oversight Committee (IOC); Continual Risk and Issue Management reporting; Continual Communications; Continual accurate Project Status reporting; Continual refreshes of the Project schedule(s) and WBS according to CIPO standards; Continual management of work schedules; Continual monitoring of project performance against baselines; Continual monitoring of project expenditures; Contributions toward QA Test Plans; and Recommending/Overseeing necessary Project Changes which must be approved by the Program Manager and Project Sponsor.

Launch Stage 5- Project Launch

Preparation and drafting of the Project Closeout and Lessons Learned Reports. These reports must be approved by the Project Sponsor and the Program Manager. The reports must also be presented to and approved by the Programs Steering Committee, IM/IT Committee and the Investment Oversight Committee (IOC);and Preparation and drafting of the Outcomes Realization Results Report.

All deliverables must be produced in English. 4.4 Constraints The contractor must abide with the government policies and standards, security, sensitivity and protection of the environment and conservation of information. Several Government wide initiatives might impact the Programs and portfolio of projects as well as the Innovation, Sciences and Economic Development Canada departmental initiatives. NOTE: The progression from one State-Gate to the next is subject to internal CIPO/ Innovation, Sciences and Economic Development Canada approvals, as well as wider Government of Canada initiatives. Projects may be halted, redefined or cancelled at any stage, at which point the Project Management Resource may, at CIPO's discretion, be reassigned temporarily or permanently to another project(s). Alternatively, should (a) project(s) fail to proceed to later Stage-Gates; the resulting contract may be reduced in scope or terminated early. 4.5 Client Support The consultant will be provided with the following:

A workstation A computer, not a laptop Software (MS Office, Visio, MS Project, Time Reporting System,) Email account

NOTE: Neither a land line phone nor a cell phone will be provided. 4.6 Official Languages Written and oral communications through meetings emails and over the phone will be held in both French and English. The Senior Project Management Resources must have the ability to work in both official languages of Canada and be able to attend meetings in both official languages. All deliverables must be produced in English. WORK LOCATION The consultant will carry out the majority of the work on CIPO premises located at 50 Victoria, Gatineau, Québec, during normal business hours. The expectation is that the Project Management Resource will be on site and accessible to CIPO staff during core hours (between 8AM – 4PM). Any offsite work must be pre-authorized by the CIPO project authority in writing. If offsite work is approved, no protected and/or classified information may be removed from CIPO premises. The consultant may be required to attend occasional meetings at Innovation, Sciences and Economic Development Canada’s head office located at 235 Queen Street in Ottawa, ON. Security Requirement: PWGSC FILE # Common PS SRCL #4 applies Minimum Corporate Security Required: FSC - SECRET Minimum Resource Security Required: SECRET Contract Authority: Name: Stephanie Cleroux Phone Number: 343-291-1358 Email Address: stephanie.cleroux2@canada.ca To facilitate the process, Innovation, Science and Economic Development Canada has chosen to attach a copy of the RFP to this NPP to allow those suppliers who were not formally invited to bid on this requirement to submit a proposal should they wish to do so. Only pre-qualified suppliers TBIPS SA Category P.9 Project Manager - level 3 listed in Annex A below are eligible to submit a proposal on this requirement. (Suppliers listed in Annex A of this notice should hereby consider themselves invited to bid (there is no requirement for the suppliers listed in Annex A to further request to be added to the invited bidders list). Note: Any resulting Questions and Answers (Q&A) related to this RFP will be posted on GETS as they are issued. No Q&A will be emailed directly to any suppliers. This list will not be updated if additional suppliers request copies of the bid solicitation. Inquiries Inquiries regarding this RFP requirement must be submitted to the Contracting Authority named above. Request for Proposal (RFP) documents will be e-mailed directly from the Contracting Authority to the Qualified Supply Arrangement Holders who are being invited to bid on this requirement. BIDDERS ARE ADVISED THAT “BUYANDSELL.GC.CA” IS NOT RESPONSIBLE FOR THE DISTRIBUTION OF SOLICITATION DOCUMENTS. The Crown retains the right to negotiate with any supplier on any procurement. Documents may be submitted in either official language. NOTE: Task-Based Informatics Professional Services (TBIPS) Method of Supply is refreshed three (3) times per year. If you wish to find out how you can be a “Qualified SA Holder”, please contact RCNMDAI.-NCRIMOS@pwgsc.gc.ca ANNEX A List of suppliers Only SA Holders listed below are eligible to submit a proposal in response to RFP # IC401611. The following 291 suppliers are eligible as they were listed as pre-qualified as per the search done on August 26, 2016, based on the following search criteria: Professional Services: TBIPS Supply Arrangement Services Stream: 6. Project Management Services Number of Resources and Level of Effort: 1x P.9 - Senior (Level 3); Supplier Security Clearance: SECRET Document Safeguarding: None required Region/Metropolitan: NCR Estimated Requirement Dollar Value Range: Greater than NAFTA to $2 Million 1019837 Ontario Inc. 1092009 Ontario Inc. 2231622 Ontario Inc. 2707209 Canada Inc. o/a Kleins Consulting 2iSolutions Inc. 2Keys Corporation 4165047 Canada Inc. 4165047 CANADA INC., INNOVISION CONSULTING INC., IN JOINT VENTURE 4Plan Consulting Corp. 529040 ONTARIO INC and 880382 ONTARIO INC 7792395 Canada Inc. 8si Inc. A Hundred Answers Inc. A. Net Solutions Inc. A.S.G. Inc. Accenture Inc. Access Corporate Technologies Inc. Action Personnel of Ottawa-Hull Ltd Adecco Employment Services Limited/Services de placement Adecco Limited ADGA Group Consultants Inc. Adhartas Consulting Inc. Adirondack Information Management Inc., Amita Corporation, Artemp Personnel Services Inc., The AIM Group Inc.,in JOINT VENTURE ADIRONDACK INFORMATION MANAGEMENT INC., Valcom Consulting Group Inc., FlexEDGE Consulting Inc., IN JOINT VENTURE ADRM Technology Consulting Group Corp. ADRM Technology Consulting Group Corp. and Randstad Interim Inc Aerotek ULC Alcea Technologies Inc. Alika Internet Technologies Inc. Alivaktuk Consulting Inc. & NavPoint Consulting Group Inc. in JV Altis Human Resources (Ottawa) Inc., and Excel Human Resources Inc., in Joint Venture ALTRUISTIC INFORMATICS CONSULTING INC. AMITA Corporation Amtek Engineering services Ltd. Andrew Mazeikis, Andrew Lee Apption Corporation ARTEMP PERSONNEL SERVICES INC Axio Solutions Inc. AZUR HUMAN RESOURCES LIMITED B.D.M.K. Consultants Inc. BBG Management Corporation BDO Canada LLP Belham PDS Inc. Bevertec CST Inc. Beyond Technologies Consulting Inc. BiR Consulting Inc. BMB Data Consulting Services Inc. BMT Fleet Technology Limited BP & M Government IM & IT Consulting Inc. Bridgetown Consulting Inc. BurntEdge Incorporated CA Canada Company Cache Computer Consulting Corp. CAE Inc. Calian Ltd. Canadian Development Consultants International Inc. CGI Information Systems and Management Consultants Inc. Cisco Systems Canada Co. CISTEL TECHNOLOGY INC, TECSIS CORPORATION IN JOINT VENTURE Cistel Technology Inc. CloseReach Ltd. CM Inc. Cofomo Inc. Cogniva Information Solutions Inc. Compugen Incorporated Compusult Limited Computer Sciences Canada Inc. /Les sciences de l'informatique Canada Inc. Confluence Consulting Inc. Confluence Consulting Inc. in Joint Venture with the Corporate Renaissance Group Conoscenti Technologies Inc. Contract Community Inc. Coradix technology Consulting Ltd. CORE Software Corp CoreTracks Inc. CSI Consulting Inc., FoxWise Technologies Inc., DWP Solutions Inc., Innovision Consulting Inc., IN JOINT VENTURE CVL INFORMATION SOLUTIONS INC. Cygnos Corp. Dalian Enterprises and Coradix Technology Consulting, in Joint Venture Dare Human Resources Corporation Davidson Violette & Associates Inc. Deloitte Inc. Delta Partners Inc. Design Group Staffing Inc. DLS Technology Corporation Dolomite Networks Corporation Donna Cona Inc. DONNA CONNA INC., IBM CANADA LIMITED IN JOINT VENTURE DWP Solutions Inc. Eagle Professional Resources Inc. Eclipsys Solutions Inc Emerion Empowered Networks Inc. Emtec Infrastructure Services Canada Corporation ENET4S SOFTWARE SOLUTIONS LTD Epixus Incorporated Equasion Business Technologies Consulting Inc Equasion Business Technologies Consulting Inc and Watershed Information Technology Inc in CJV Ernst & Young LLP Esper Consulting Inc. Etico Software Canada Inc. eVision Inc., SoftSim Technologies Inc. in Joint Venture Evolving Web Inc. Excel Human Resources Inc. Excelsa Technologies Consulting Inc. Facilité Informatique Canada Inc. Flex Tech Services Inc. Four Point Solutions Ltd. Foursight Consulting Group Inc. FoxRed Consulting Inc. FoxRed Consulting Inc., CloseReach LTD. in JOINT VENTURE FoxWise Technologies and OnX Enterprise Solutions in Joint Venture Fujitsu Consulting (CANADA) Inc./Fujitsu Conseil (Canada) Inc. Gartner Canada Co. GCSTRATEGIES INCORPORATED General Dynamics Canada Limited General Dynamics Information Technology Canada Ltd. Gevity Consulting Inc. / Gevity Conseil Inc. Greenline Systems Canada, ULC Groupe Alithya Inc / Alithya Group Inc Groupe Intersol Group Ltee. Halo Management Consulting Inc. Halo Management Consulting Inc., Quallium Corporation in Joint Venture Harrington Marketing Limited Hays Specialist Recruitment (Canada) Inc. HCM WORKS INC./HCM TRAVAIL INC. Helix Management Consulting Services Inc. Hewlett-Packard (Canada) Co. Hewlett-Packard (Canada) Cie Holonics Inc. HubSpoke Inc. I4C INFORMATION TECHNOLOGY CONSULTING INC IAN MARTIN LIMITED IBISKA Telecom Inc. Ibiska Telecom Inc. and CM Inc., as a contratual Joint Venture IBM Canada Ltd. IDS Systems Consultants Inc. iFathom Corp, Simfront Simulation System Corporation, ING Engineering Inc., in JV iFathom Corporation Info-Electronics H.P. Systems Inc. InfoMagnetics Technologies Corporation (IMT) Information Management and Technology Consultants Inc. Inround Innovations Incorporated, 3056058 Canada Inc., IN JOINT VENTURE Integra Networks Corporation Interis Consulting Inc. International Safety Research Inc. Isheva Inc. IT Services Canada Inc. IT Services Canada Inc., ADGA Group Consultants Inc., In Joint Venture IT/Net - Ottawa Inc. IT/NET OTTAWA INC, KPMG LLP, in joint venture J.W. Thomas Consulting Inc., Waterloo North Computer Services Ltd., Advivum Inc. IN JOINT VENTURE Jumping Elephants Incorporated Juno Risk Solutions Incorporated KPMG LLP Lannick Contract Solutions Inc. Lansdowne Technologies Inc. Le Groupe Conseil Bronson Consulting Group Leo-Pisces Services Group Inc. Leverage Technology Resources Inc. Leverage Technology Resources Inc., Farlane Systems Inc., IN JOINT VENTURE LGS GROUP CONSULTING CORPORATION Lightning Tree Consulting, Burbek, and P.G. Rodier Consulting in Joint Venture LIKE 10 INC. LIKE 10 INC., SoftMosis Inc. IN JOINT VENTURE Lintex Computer Group Inc. LNW Consulting Inc Lockheed Martin Canada Inc. Lumina IT inc. Makwa Resourcing Inc., TPG Technology Consulting Ltd. in JOINT VENTURE Manpower Services Canada Ltd. Maplesoft Consulting Inc. MAXIMUS Canada Services, Inc. MaxSys Staffing & Consulting Inc. MDA Systems Ltd. MDOS CONSULTING INC. MDOS Consulting Inc., INVA Corporation, KOZA Technology Consulting Inc., in Joint Venture MERAK Systems Corporation Messa Computing Inc. Metaflow Inc. MGIS Inc. MGIS Inc., B D M K Consultants Inc IN JOINT VENTURE Michael Wager Consulting Inc. Microsoft Canada Inc. Miipe Inc. Mindstream Training Center and Professional Services Bureau, Inc Mindwire Systems Ltd. MNP LLP Modis Canada Inc Myticas Consulting Inc. N12 Consulting Corporation NavPoint Consulting Group Inc. Neosoft Technologies Inc. New Technologies Inc. Newfound Recruiting Corporation Nisha Technologies Inc. Nisha Technologies Inc., Contract Community Inc., IN JOINT VENTURE Nortak Software Ltd. Northern Micro Inc. NRNS Incorporated Olav Consulting Corp ONIX Networking Canada Inc. OnX Enterprise Solutions Ltd. OpenFrame Technologies and Mindstream TC & PSB in Joint Venture OpenFrame Technologies, Inc. Oracle Canada ULC Orangutech Inc. Orbis Risk Consulting Inc. Phirelight Security Solutions Inc. Pleiad Canada Inc. PMC PROJECT MANAGEMENT CENTRE INC Portage Personnel Inc. PPI Consulting Limited PRECISIONERP INCORPORATED PrecisionIT Inc,IDS Systems Consultants Inc., PrecisionERP Incorporated, in JOINT VENTURE Pricewaterhouse Coopers LLP Primex Project Management Limited Procom Consultants Group Ltd. Procom Consultants Group Ltd., Emerion , IN JOINT VENTURE Proex Inc. Professional Computer Consultants Group Prolity Corporation Prologic Systems Ltd. Promaxis Systems Inc Promaxis Systems Inc. and Holonics Inc. IN JOINT VENTURE Promitus Solutions Ltd., in Joint Venture with Icorp.ca Inc., Fineworks, Hamilton, Thomas & Associates Ltd., Elemental Strategies Inc. Protak Consulting Group Inc. ProVision IT Resources Ltd. QMR Staffing Solutions Incorporated QMR STAFFING SOLUTIONS INCORPORATED, 3D GLOBAL ENTERPRISES INC. IN JOINT VENTURE Quallium Corporation Randstad Interim Incorporated Real Decoy Inc. Robertson & Company Ltd. Rockwell Collins Canada Inc. RS Tec Systems Inc Run Straight Consulting Ltd S.i. Systems Ltd. SAS Institute (Canada) Inc. Scalar Decisions Inc Shore Consulting Group Inc. Sierra Systems Group Inc. SoftSim Technologies Inc. Solana Networks INC. Solutions Moerae Inc Somos Consulting Group Ltd. Spaghetti Logic Inc. Spearhead Management Canada Ltd. Spectra FX Inc. Sphyrna Security Incorporated SRA Staffing Solutions Ltd. Strategic Relationships Solutions Inc. Sundiata White Group - Intellistaff Ltd. Symbiotic Group Inc. Systematix IT Solutions Inc./Systematix Technologies de L'Information Inc./Les Services Conseils Systematix Inc. in Joint Venture. SYSTEMATIX SOLUTIONS TI INC/SYSTEMATIX IT SOLUTIONS INC Systemscope Inc. Systemscope Inc., LNW Consulting Inc., Perfortics Consulting Inc., VK Computer Systems Inc., Lansdowne Technology Services Inc., IN JOINT VENTURE T.E.S. Contract Services INC. TAG HR The Associates Group Inc. Talentlab Inc. Taligent Consulting Inc. Teambuilder Consulting Inc. TECSIS Corporation TEKSYSTEMS CANADA INC./SOCIETY TEKSYSTEMS CANADA INC. TELUS Communications Inc. TeraMach Technologies Inc. Thales Canada Inc. The AIM Group Inc. The Bell Telephone Company of Canada or Bell Canada The Devon Group Ltd. The Halifax Group Inc. The Herjavec Group The KTL Group, Inc. The Print Operations Group Inc The VCAN Group Inc. The VCAN Group Inc., Titus International Inc. in Joint Venture Tiree Facility Solutions Inc. TPG Technology Consulting Ltd. Transpolar Technology Corporation and The Halifax Computer Consulting Group In Joint Venture Trillys Systems inc. Trinetra Systems Inc. TRM Technologies Inc. TRM Technologies Inc., BP&M Government IM & IT Consulting Inc., IN JOINT VENTURE Turtle Island Staffing Inc. Turtle Technologies Inc. Turtle Technologies Inc. and SOMOS Consulting Group Ltd. In Joint Venture Unisys Canada Inc. Valcom Consulting group Inc. Veritaaq Technology House Inc. Watershed Information Technology Inc., ED-COM Software Inc. and IDEV Solutions Inc. in Joint Venture WorldReach Software Corporation Yoush Inc. Zernam Enterprise Inc [1] Project Sponsor As part of this role, the Project Sponsor is responsible to serve as the primary champion for the project in the Department. In this role, he/she reviews and approves all Project Deliverables, provides overall project guidance and is ultimately responsible for the success of the project. The project sponsor also assists in identifying the Project Manager with support and guidance of the ITM Program Manager. He/she ensures buy-in and realization of the business value and reviews the project's progress. The Project Sponsor ensures that resources and funds committed for the project are forthcoming and chair the Project Steering Committee for non-TB Submission Projects. Project Sponsor will also act as an enabling function to introduce, stabilize and embed newly delivered project capabilities into business operations for optimal benefits realization.