TBIPS: Two (2) 9.1 Project Managers - Level 3

AMENDMENT #4

This amendment is needed to add questions 12-14 to the Q&A documents attached to this NPP.

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AMENDMENT #3

This amendment is needed to add questions 7-11, Amendment #2 to the documents attached to this NPP and to extend the end date of the RFP to September 29, 2017 at 2pm.

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AMENDMENT #2

This amendment is needed to add questions 5-6 to the Q&A document attached to this NPP.

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AMENDMENT #1

This amendment is needed to add question 1-4 and Amendment #1 documents to this NPP.

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NOTICE OF PROPOSED PROCUREMENT (NPP)

For

TASK BASED INFORMATICS PROFESSIONAL SERVICES (TBIPS)

GSIN: R019

Reference Number:

N/A

Solicitation Number:

IC183214

Organization Name:

Industry Canada – Canadian Intellectual Property Office

Solicitation Date:

2017-09-07

Closing Date:

2017-09-22 02:00 PM Eastern Daylight Saving Time EDT

Anticipated Start Date:

2017-10-01

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 option 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:

Two (2) Level 3 Project Manager

The following SA Holders have been invited to submit a proposal:

1. 7792395 Canada Inc.
2. A. Net Solutions Inc.

1. Adecco Employment Services Limited/Services de placement Adecco Limited

1. Adhartas Consulting Inc.
2. ARTEMP PERSONNEL SERVICES INC.

1. BP & M Government IM & IT Consulting Inc.
2. Calian Ltd.

1. Emerion

1. Emtec Infrastructure Services Canada Corporation

1. Facilité Informatique Canada Inc.

1. Groupe Intersol Group Ltee.

1. Inround Innovations Incorporated, 3056058 Canada Inc., IN JOINT VENTURE
2. International Safety Research Inc.

1. Maplesoft Consulting Inc.

1. MERAK Systems Corporation

1. Metaflow Inc.

1. Microsoft Canada Inc.

1. Modis Canada Inc

1. NavPoint Consulting Group Inc.
2. Newfound Recruiting Corporation

1. Orbis Risk Consulting Inc.

1. Phirelight Security Solutions Inc.

1. S.i. Systems Ltd.

1. Solutions Moerae Inc

1. Systemscope Inc.

1. TEKSYSTEMS CANADA INC./SOCIETY TEKSYSTEMS CANADA INC.

1. TeraMach Technologies Inc.

1. The Herjavec Group

PROJECT OVERVIEW

1. TITLE

Project Managers – Departmental Solutions Implementation

1. 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 and Initiatives 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 and initiatives unfold for maximum realization of benefits. The projects are being managed under an umbrella which is referred to as IT Modernization.

In addition to IT Projects, IT Modernization requires that a number of maturity initiatives be undertaken. These horizontal activities, such as Enterprise Architecture, Test Management, and the implementation of new Software Development Methodologies, support all CIPO IT projects, and will provide the delivery process changes required to deliver the Modernized IT infrastructure.

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;
• Initiatives not required to follow the Department’s Project Stage-Gate Framework are managed in accordance with sound project management principles, with clearly stated benefits to be obtained, plans, schedules, tracking, and reporting.
• Multiple projects, and initiatives are coordinated at a “portfolio level”, ensuring the on-going alignment of activities to CIPO’s strategic objectives and to maintain appropriate oversight and management of collective project/Initiative risks;
• A governance structure composed of executives from CIPO and Innovation, Sciences and Economic Development Canada, provides independent oversight of the project management and initiative 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.

1. 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 schedules, 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 must be able to identify and manage dependencies on other projects/initiatives and on shared resources in order to ensure that the organisation is able to deliver on the component-based approach.

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.

1. 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:

1. ITM Modernized IP Case and Workflow
2. ITM Corporate Business Intelligence and Analytics
3. ITM Bulk Data Dissemination

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

1. ITM E-Dossier
2. ITM Virtual Collaboration
3. ITM Agent Examination Management
4. CIPO Test Management Initiative

GENERAL DESCRIPTION:

• Reporting to the ITM Programme Director or other member of the Programs Branch management team as directed, 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 and other deliverables required for the Project(s)/Initiatives;
• Ensuring alignment and coordination of the project(s)/Initiatives with the overall direction and enterprise strategy of Innovation, Sciences and Economic Development Canada's Chief Information Officer (CIO) Branch;
• Managing the project(s)/Initiatives during the development, implementation and operations start-up by ensuring that resources are made available and that the project(s)/Initiativesis/are developed and fully operational within previously agreed time, cost and performance parameters (Stage-Gates 4 and 5 for Gated Projects);
• Formulating statements of problems; establishing procedures for the development and implementation of significant, new or modified project/process elements to solve these problems, and obtains approval thereof;
• Defining and documenting the objectives for the project/initiative; determining budgetary requirements, the composition, roles and responsibilities and terms of reference for the project team;
• Reporting on the progress of the project/initiative on an ongoing basis and at scheduled points in the life cycle using factual information tracked in the projects or initiative schedule and detailed plan;
• Meeting with stakeholders and other Project 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 may be required to:

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

Non-gated Initiatives

Develop a Business Case

Develop a Project Management Plan

• Develop a Work Breakdown Structure (WBS)
• Identify all dependencies with other initiatives/activities and projects
• Develop a Project Schedule
• Chair a Working Group of all resources required to execute on the initiative
• Provide status reports and present updates to CIPO Management and at Internal Governance Committees

• Coordinate all internal and external teams contributing to the initiative;
• 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

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.

Non-gated Initiatives

• Business Case that must be approved by Programs Branch Management and others as directed;
• Work Breakdown Structure (WBS) in MS Visio which must be approved by Programs Branch Management and others as directed;
• Identification of and management of related projects/initiatives and dependencies
• Project Schedule in MS Project which must be approved by the Programs Branch Management and others as directed;
• Chairing of regular Working Group meetings across the participating resources;
• Status reports and presentation of project updates to Programs Branch Management and others as directed
• Project Management Plan (PMP) that must be approved by Programs Branch management and others as directed;
• Guidance and input into other related/dependent projects/initiatives
• 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;
• Contributions towards QA Test Plans of CIPO Projects/Initiatives.

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.

1. 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.

6.0 TRAVEL

There are no requirements to travel outside of the National Capital Region (NCR). Travel costs and travel time within the NCR will not be reimbursed.

7.0 INTELLECTUAL PROPERTY

All Intellectual Property Rights in the Foreground Information belong to the Contractor as soon as they come into existence.

8.0 SECURITY

The contractor must hold a valid ‘SECRET’ clearance at the time of contract award.

NOTE:

• Bidders must submit a bid for all resource categories
• The work is currently not being performed by a contracted resource

Security Requirement: PWGSC FILE # Common PS SRCL #4 applies Minimum Corporate Security Required: Minimum Resource Security Required: Secret

Contract Authority

Name: Stephanie Cleroux

Phone Number: 613-998-4287

Email Address: stephanie.cleroux2@canada.ca

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

To facilitate the process, Industry 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 suppliers listed on Annex A of this notice can submit a proposal (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.

ANNEX A

LIST OF SUPPLIERS

Only SA Holders listed below are eligible to submit a proposal in response to RFP # IC183214.

The following 290 suppliers are eligible as they were listed as pre-qualified as per the search done on September 6^th, 2017 based on the following search criteria:

Professional Services: TBIPS Supply Arrangement

Supplier Security Clearance: Secret

Document Safeguarding: None required

Region/Metropolitan: NCR

Estimated Requirement Dollar Value Range: Greater than NAFTA to $2 Million

List of Suppliers:

01 Millennium Consulting Inc.

1019837 Ontario Inc.

1092009 Ontario Inc.

1728193 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

Adobe Systems Canada Inc.

ADRM Technology Consulting Group Corp.

ADRM Technology Consulting Group Corp. and Randstad Interim Inc

Akendi Inc.

Alcea Technologies Inc.

Alika Internet Technologies Inc.

Altis Human Resources (Ottawa) Inc., and Excel Human Resources Inc., in Joint Venture

ALTRUISTIC INFORMATICS CONSULTING INC.

AMITA Corporation

Andrew Mazeikis, Andrew Lee

Apption Corporation

ARTEMP PERSONNEL SERVICES INC

Avenai Inc.

Axio Solutions Inc.

AZUR HUMAN RESOURCES LIMITED

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.

Breckenhill Inc.

Bridgetown Consulting Inc.

Buchanan Technologies Ltd

BurntEdge Incorporated

Cache Computer Consulting Corp.

CAE Inc.

Calian Ltd.

CALIAN LTD., DWP SOLUTIONS INC., IN JOINT VENTURE

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.

CloseReach, FoxRed Consulting Inc., Bell, Browne, Molnar & Delicate Consulting Inc., IN JOINT VENTURE

CM Inc.

Cofomo Inc.

Collective Minds Consulting Inc.

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.

CoreTracks Inc.

CSI Consulting 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

Deloitte 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

Emtec Infrastructure Services Canada Corporation

ENET4S SOFTWARE SOLUTIONS LTD

Eperformance Inc.

Equasion Business Technologies Consulting Inc

Equasion Business Technologies Consulting Inc and Watershed Information Technology Inc in CJV

Ernst & Young LLP

ESIT Canada Enterprise Services Co. ESIT Canada Services AuxEntreprises Cie.

Etico, Inc.

eVision Inc., SoftSim Technologies Inc. in Joint Venture

Evolving Web Inc.

Excel Human Resources Inc.

Facilité Informatique Canada Inc.

Fifalde Consulting Inc.

Flex Tech Services Inc.

Four Point Solutions Ltd.

Foursight Consulting Group Inc.

FoxRed Consulting Inc.

FoxWise Technologies and OnX Enterprise Solutions in Joint Venture

FreeBalance Inc.

Fujitsu Consulting (CANADA) Inc./Fujitsu Conseil (Canada) Inc.

GCSTRATEGIES INCORPORATED

Gelder, Gingras & Associates Inc.

General Dynamics Information Technology Canada Ltd.

General Dynamics Land Systems – Canada Corporation

Gevity Consulting Inc. / Gevity Conseil Inc.

Groupe Alithya Inc / Alithya Group Inc

Groupe In-RGY Consultation inc. / Group In-RGY Consulting 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.

Hitachi Data Systems Inc.

Holonics Inc.

HubSpoke Inc.

I.M.P. Group Limited

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.

Infosys Public Services Inc

Inround Innovations Incorporated, 3056058 Canada Inc., IN JOINT VENTURE

Integra Networks Corporation

Interis Consulting Inc.

International Safety Research Inc.

IT/Net - Ottawa Inc.

IT/NET OTTAWA INC, KPMG LLP, in joint venture

iVedha Inc.

Jumping Elephants Incorporated

Juno Risk Solutions Incorporated

Koroc Consulting Inc., Isheva Inc. in JOINT VENTURE

KPMG LLP

Lannick Contract Solutions Inc.

Lansdowne Technologies Inc.

Le Groupe Conseil Bronson Consulting Group

Leidos Canada Inc.

Leo-Pisces Services Group Inc.

Leverage Technology Resources Inc.

Leverage Technology Resources Inc., Farlane Systems Inc., IN JOINT VENTURE

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

Logica Consulting Inc

Lumina IT inc.

MAKWA Resourcing Inc.

Makwa Resourcing Inc., TPG Technology Consulting Ltd. in JOINT VENTURE

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.

Mishkumi Technologies Inc.

MNP LLP

Modis Canada Inc

Myticas Consulting Inc.

N12 Consulting Corporation

NATTIQ INC.

NATTIQ INC., ADGA GROUP CONSULTANTS INC., IN JOINT VENTURE

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.

Orangutech Inc.

Paralucent Inc

Phirelight Security Solutions Inc.

PlanIT Search

Pleiad Canada Inc.

PMC PROJECT MANAGEMENT CENTRE INC

Portage Personnel Inc.

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.

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.

QMR Staffing Solutions Incorporated

Quallium Corporation

RainMakers Consulting Services Inc

Randstad Interim Incorporated

Real Decoy Inc.

Robertson & Company Ltd.

Rockwell Collins Canada Inc.

RS Tec Systems Inc

S.i. Systems Ltd.

SAS Institute (Canada) Inc.

Scalar Decisions Inc

SERTI Placement TI 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 Warren Group Inc.

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.

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/La Compagnie de Téléphone Bell du Canada ou Bell Canada

The Devon Group Ltd.

The Halifax Group Inc.

The Herjavec Group

The KTL Group, Inc.

The Print Operations Group Inc

The Right Door Consulting & Solutions Incorporated

THE SOURCE STAFFING SOLUTIONS INC.

The VCAN Group Inc.

Thinking Big Information Technology Inc.

Tiree Facility Solutions Inc.

TPG Technology Consulting Ltd.

Transpolar Technology Corporation and The Halifax Computer Consulting Group In Joint Venture

Trillys Systems inc.

TRM Technologies Inc.

TRM Technologies Inc., BP&M Government IM & IT Consulting Inc., IN JOINT VENTURE

Tundra Technical Solutions Inc

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. as a contractual 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.