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Public Works and Government Services Canada

1.1.2.1. Section A: Division of Responsibilities between Public Works and Government Services Canada (PWGSC) and Department of National Defence (DND) for the Acquisition of Goods and Services

  1. This matrix is an assigned division of responsibility, agreed by the Ministers of the Department of National Defence (DND) and Public Works and Government Services Canada (PWGSC)1. It forms the foundation for an efficient and effective partnering relationship for those who are responsible for activities within the procurement process.
  2. This matrix is to be used for all DND goods and services procured by PWGSC. An "X" represents the assignment of each activity to a "Lead" and "Participatory" department. An "M" represents the norm for major crown projects (MCP) and like projects.
  3. The assignment of each activity to a "Lead" and "Participatory" department as indicated in this matrix is to be considered the normal way of doing business. However, as every procurement and associated contract differs with respect to complexity, risk, value and availability of skilled resources, deviations can be agreed jointly in advance as long as justifications are formally filed in an agreement between the two departments, which consider reasons why the norm cannot be applicable in specific areas.
  4. In all activities, it is incumbent upon each "Lead" department to always consider as prudent, continuous communication with the procurement representatives of the other department, even if this "Lead" department is identified as the sole "X". Finally, it is important to note that this matrix of assigned responsibilities is not necessarily sequential.
  5. Effective communications between DND and PWGSC must be worked out on a project-by-project basis. The matrix below sets out anticipated DND internal responsibilities. For any individual project, DND requests that communications be through the procurement functional contact, the applicable DND Procurement Manager/Officer, unless otherwise discussed and agreed to with that procurement functional contact.
DND/PWGSC Responsibility Matrix

This matrix is an assigned division of responsibility, agreed by the Ministers of the Department of National Defence (DND) and Public Works and Government Services Canada (PWGSC).

CODE DETAIL RESPONSIBILITY
PO (Procurement Officer)
PM (Project Manager)
TA (Technical Authority - includes LCMM)
PD (Project Director)
M (denotes for MCP or MCP-like projects where role is defined in the PMP)
PM/TA - usually the PM for Capital/NP project procurement and the TA for in-service procurement
PWGSC DND PWGSC Normally Participates DND Normally Participates
1 - DEFINE DND OPERATIONAL REQUIREMENTS
1.1 Define essential characteristics - Statement of Capability Deficiency or Statement of Requirement   PD    
1.2 Seek procurement input/ advice from DND procurement authority   PO    
1.3 Delineate all feasible solutions, within government policy, to meet operational needs (ROM costs)   PD M  
1.4 Identify Total ROM project cost and schedule estimates for SSID   PO    
1.5 Obtain operational approval to continue with project (SSID)   PD    
1.6 Preparation of cost benefit analysis including life cycle costing analysis of alternatives and uncertainties   PD    
1.7 Determine requirement for cooperation & involvement of other Departments/Countries (excluding 3.5.9)   PD    
1.8 Determine national and international obligations applicable to operational need   PD    
1.9 Determine requirement for phased cycles for project implementation   PM X  
1.10 Determine maintenance and support requirements   PM/TA X  
1.11 Determine total resource requirement for the project   PM X  
1.12 Identify Total Project cost (substantive) and schedule estimates        
1.12.1
Obtain and collate cost and schedule information
  PD/PO X  
1.12.2
Develop Total Project cost and schedule estimates
  PO    
1.13 Initiate a PMP (formerly PIP) for project (Responsibility Assignment Matrix)   PM X  
1.14 Develop DND's Procurement Master Plan   PO    
1.15 Obtain approval (SRB and PRC/SPAC)   PM X  
1.16 Prepare project submission and obtain approval (PMB, SS PPA and SS EPA, and Project Briefs)   PD/PM & PO    
1.17 Prepare Memorandum to Cabinet (for MCP's only)   M M  
1.18 Execute DND's Procurement Master Plan   PO    
2 - DEFINE TECHNICAL REQUIREMENTS AND RAISE PROCUREMENT INSTRUMENT
2.1 Establish team (formal or informal as appropriate) for an individual procurement instrument, including required stakeholder   PO X  
2.2 Identify appropriate DND authorities in the PI (e.g. requisition, technical, QA)   PO    
2.3 Statement of Work (SOW)        
2.3.1
Define SOW and/or Performance Specifications in support of the operational need
  PM/TA    
2.3.2
Identify Earned Value requirements (for MCP's or MCP-like projects)
  M    
2.3.3
Review and Refine SOW   PO X  
2.4 Define Government Furnished Resources (e.g. tools, test equipment)   PM/TA    
2.5 Define Quality Assurance and Acceptance requirements   PM/TA    
2.6 Define other technical requirements (e.g. warranty, training, documentation, Initial Provisioning, etc.)   PM/TA    
2.7 Define Technical Evaluation Criteria   PM/TA    
2.8 Prepare Procurement Instrument and Associated Documents        
2.8.1
Validate cost estimate and secure funding for this PI
  PO    
2.8.2
Develop Technical Bid Evaluation Plan
  PM/TA X  
2.8.3
Establish Technical Bid Evaluation Team
  PM/TA X  
2.8.4
Develop proposed procurement schedule (activities and timeline) for this PI
  PM/TA    
2.8.5
Identify and mitigate DND risks associated with this PI
  PO    
2.8.6
Develop Content of Procurement Instrument
  PO    
2.8.7
Review Draft Procurement Instrument
  PO X  
2.9 Approve Procurement Instrument (Requisition)   PO    
3 - DEVELOP PWGSC PROCUREMENT PLAN (*based on DND Procurement Instrument)
3.1 Assess the industrial capability* X      
3.2 Identify applicable major contracting policy which must be considered to accomplish procurement* X      
3.3 Review applicable CITT cases and Federal Court Rulings of Procurement X     PO
3.4 Examine potential problems in relation to patents, licensing, royalties, and technology transfer X PM/TA    
3.5 Develop Procurement Plan including:        
3.5.1
Delivery schedule and acceptance requirement
  PO X  
3.5.2
Contracting approach*
X      
3.5.3
Target cost and cash flow plan
  PO    
3.5.4
Stating of appropriate quality control and inspection system standards and qualification approvals
  PM/TA    
3.5.5
Communications Strategy (e.g. press release, etc.)
X PM/TA    
3.5.6
Risk Management*
X      
3.5.7
Evaluation Methodology*
X      
3.5.8
Industrial and Regional Benefits
X     PM/TA
3.5.9
Interdepartmental and international agreements related to Procurement Plan (excluding DND/ PWGSC)
  PM/TA X  
3.6 Obtain approval of procurement plan X      
4 - CONTRACTING PROCESS
4.1 Review requisition or procurement instrument X     PO
4.2 Review SOW and Technical Evaluation Criteria for its contractibility X     PO
4.3 Prepare Solicitation Bid Package        
4.3.1
Identify Applicable Terms and Conditions (including Basis of Payment)
X     PO
4.3.2
Develop Contractual Evaluation Criteria (time, finance incl. transition, contractual & consolidated evaluation plan)
X     PO
4.3.3
State appropriate authorities (e.g. requisition, technical, contract, quality, etc., as applicable)
X      
4.4 Dispatch "Solicitation - Bid" (RFP/ITT) documentation to Industry and DND X      
4.5 Distribute technical data packages to suppliers as required and as applicable   PM/TA X  
4.6 If competitive (RFP, ITT or equivalent process), Evaluate Bids and Recommend Supplier        
4.6.1
Carry out Technical evaluation (SOW and associated t's & c's) in accordance with the Evaluation Plan
  PM/TA X  
4.6.2
Carry out Contractual evaluation (including contract t's & c's) in accordance with the Evaluation Plan
X     M
4.6.3
Consolidate evaluation and recommend supplier
X     PO
4.7 If sole-source, Negotiate contract X     PO&PM/TA
4.8 Review draft contract documentation   PO    
4.9 Obtain TB or Departmental contract approval, as required X     M
5 - CONTRACT ADMINISTRATION
5.1 Initiate Contract Administration        
5.1.1
Implement Tools and Processes for Administration
X PO    
5.1.2
Kick-Off Meetings with Parties, Stakeholders
X     PO&PM/TA
5.2 Provide Government Furnished Resources (GFR) in Support of Contract Work   PO X  
5.3 Ascertain Contract Performance        
5.3.1
Technical and Quality of the Deliverables
  PM/TA    
5.3.2
Contractor's Engineering, Production and Quality Systems
  PM/TA    
5.3.3
Contractor's Financial and Management Systems
X      
5.3.4
Contract Cash Phasing/ Cash Flow
       
5.3.4.1
Cash Flow Actual versus Contracted Cash Flow
X     M
5.3.4.2
Cash Flow Actual versus DND Planned Cash Flow for Financial Forecast
  PO    
5.3.4.3
Earned Value (monitor progress of work versus planned work and associated cost) for MCP's
X M    
5.3.5
Delivery
       
5.3.5.1
Monitor materiel and services delivery date
  PO    
5.3.5.2
Acceptance Trials and Tests
  PM/TA    
5.3.5.3
Schedule compliance
X M    
5.3.6
Progress Review Meetings
       
5.3.6.1
Requirements/Technical Work Group Meetings
  PM/TA X  
5.3.6.2
Contract Progress Review Meetings with Contractor
X     PO&PM/TA
5.4 Apply Contract Provisions and Processes        
5.4.1
Interpretation and Notifications
X      
5.4.2
Change Control
       
5.4.2.1
Technical (Engineering Change Notices/Proposals)
  PM/TA    
5.4.2.2
Contract Amendments
X     PO
5.4.3
Warranty Provisions
       
5.4.3.1
Invoke Warranty
  PM/TA    
5.4.3.2
Enforce Warranty
X      
5.4.4
Contractual Issues
       
5.4.4.1
Identify contractual issues
X PO    
5.4.4.2
Enforce contractual issues
X      
5.4.5
Accept Contract Deliverables
  PM/TA    
5.4.6
Certify and Process Payments
X PO    
5.5 Close Out Contract        
5.5.1
Crown Asset Disposition
  PO X  
5.5.2
Final Contract Audit
X      
5.5.3
Final Payment and Amendment
X PO    

List of Acronyms:

CITT
Canadian International Trade Tribunal
DND
Department of National Defence
GFR
Government Furnished Resources
ITT
Invitation to Tender
LCMM
Life Cycle Material Manager
MCP
Major Crown Project
NP
National Procurement
PI
Procurement Instrument
PIP
Project Implementation Plan
PMB
Program Management Board
PMP
Project Management Plan
PRC
Procurement Review Committee
PWGSC
Public Works and Government Services Canada
RFP
Request for Proposal
ROM
Rough Order of Magnitude
SOW
Statement of Work
SPAC
Senior Project Advisory Committee
SRB
Senior Review Board
SS(ID)
Synopsis Sheet (Identification)
SS(EPA)
Synopsis Sheet (Effective Project Approval)
SS(PPA)
Synopsis Sheet (Preliminary Project Assessment)
TB
Treasury Board