4 Treasury Board of Canada Secretariat
Description Risk Considerations Project Charter Considerations
Tactical Project
Usually driven by an
immediate business
need to deliver an
additional capability,
often within a limited
time frame, or to position
an existing asset for
anticipated needs by
adding capability.
Capability added may be
functional or non-
functional.
Scope may involve
multiple systems,
programs, or
organizational entities
(departments) but with a
clear authority and a
simple governance
structure.
Changes and additions to
business processes are
required with small- to
medium-scale change
management. Effect is often
localized to a specific
segment of the business.
Medium to high requirements
risk and related risk of scope
creep; development risk
increases according to portion
being redeveloped or added.
Technology risk may be high
if significant performance or
availability (i.e. non-functional)
enhancements required.
Implementation risk medium,
ranging to high if underlying
technology base replaced.
The charter and risks should show a
greater progression in the level of
project management from Sustaining to
Transformational, i.e. identify more
detailed considerations with increased
complexity and risk to support project
scope, time, and cost management
requirements.
Scope should clearly indicate the
business processes that are affected.
Time constraints should be documented.
Interdependencies with multiple
systems, programs, or organizational
entities (departments) and consequent
risks should be addressed.
The governance and roles and
responsibilities should be well defined.
“Project References” section should
refer to a requirements document.
Evolutionary Project
Major changes and
additions to capability,
affecting business
processes, job content,
and service delivery
model. Often a
combination of business
and technology evolution
is involved.
Some base components
are reused to provide a
working platform on
which to add function.
Scope may involve
multiple systems,
programs, entities, or
jurisdictions and may
overlap with client and
business systems,
requiring an appropriate
governance structure.
High business risk due to
significant change
management and business
process change. The more
pervasive the effect of the
solution across the business,
the greater the risk.
High requirements risk and
related risk of scope creep,
hence significant delivery risk.
Governance risk proportional
to number and diversity of
stakeholder interests.
Conversion and
implementation risks likely to
be high, including
organizational change.
Conversion and implementation
activities should be visible in the
schedule and cost estimates.
Special attention should be paid to
interdependencies between the project
and business processes.
Governance should be well
documented.
Roles and responsibilities of the
stakeholders and the governance bodies
should be described.
Human resources strategy to address
changes to the organization should be
documented.