North American Unicorn Committee

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Sierra Systems Group Inc.

10104 - 103rd Avenue Suite 1300 Bell Tower
Edmonton, AB T5J 0H8 Canada
www.SierraSystems.com

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North American Unicorn Committee

Page i

TABLE OF CONTENTS
1. Introduction .................................................................................................................................. 1
1.1. Purpose of a Project Charter ............................................................................................... 1
1.2. Background ........................................................................................................................ 1
2. Project Objective and Scope ........................................................................................................ 3
2.1. Project Objective ................................................................................................................ 3
2.1.1. Anticipated Outcomes Short-term ....................................................................... 3
2.1.2. Anticipated Outcomes Long-term ....................................................................... 4
2.2. Process Objectives .............................................................................................................. 4
2.3. Scope .................................................................................................................................. 4
2.4. Out of Scope ....................................................................................................................... 5
3. Project Structure and Staffing ...................................................................................................... 6
3.1. Project Team....................................................................................................................... 6
3.2. Project Organization ........................................................................................................... 7
3.3. Roles and Responsibilities.................................................................................................. 8
4. Project Approach ....................................................................................................................... 11
5. Work plans for the Landscape Planning Teams......................................................................... 14
5.1. Overall Work Plan ............................................................................................................ 14
5.2. Landscape Planning Work Plan........................................................................................ 15
5.3. Communication Schedule................................................................................................. 17
6. Milestones .................................................................................................................................. 18
7. Issue and Risk Management ...................................................................................................... 19
7.1. Risk Management Plan ..................................................................................................... 19
7.2. Issues Management Plan .................................................................................................. 20
7.2.1. Assumptions ........................................................................................................ 21

Confidentiality/Validity
This document has been prepared by Sierra Systems for the sole purpose and exclusive use of North American
Unicorn Committee. Due to the confidential nature of the material in this document, its contents should not be
discussed with, or disclosed to, third parties without the prior written consent of Sierra Systems.

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North American Unicorn Committee

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8. Changes in Scope ....................................................................................................................... 22

9. Deliverable Review and Acceptance Processes ......................................................................... 23
9.1. Deliverable Review and Sign-off Process ........................................................................ 23
9.2. Quality Management ........................................................................................................ 24
10. Project Closeout Process .......................................................................................................... 25
11. Appendix A: Ammerville Landscape Team-Draft Terms of Reference .................................. 27
12. Appendix B: Project Charter Sign-Off..................................................................................... 30
13. Appendix C: Project Forms ..................................................................................................... 31

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North American Unicorn Committee

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1. INTRODUCTION
1.1. Purpose of a Project Charter
A Project Charter ensures that everyone with a stake in the projects success has a base
knowledge about the project and is working toward the same objectives. It increases the
feasibility of the project work plan by creating a common understanding of roles and
responsibilities, timelines, deliverables, and processes. It is a critical project management tool,
serving as a reference to keep the project on track and focused, and can help to mitigate issues
throughout the project by providing a source of information about the projects structure and
goals.

1.2. Background
Woodland Unicorn is a threatened species facing the challenges of small and declining
populations, habitat dependency and sensitivity to human impacts. In 2005, a process of Unicorn
Landscape Planning was adopted by the North American Government based on the North
American Woodland Unicorn Recovery Plan 2004/05. The main product of the project outlined in
this ALT (Ammerville Landscape Team) sub-charter is the Alternate Futures and Management
Options Report, a technical document which provides advice to NAUCGB (North American
Unicorn Committee Governance Board) on options for woodland Unicorn conservation and
recovery within identified Unicorn landscape areas. The Alternate Futures and Management
Options Report will:

Develop an assessment of current habitat and other factors (such as levels of predation) as
they affect Unicorn;

Develop a projection(s) of estimated future habitat and other factors based on a variety of
current and alternative management scenarios;

Identify desired future habitat and other factors conducive to Unicorn conservation and
recovery within the planning areas;

Integrate with other land management policy, direction, and/or plans that may be in place and
impacting on the same geographic area (several levels are suggested in the graphic on the
right); and

Outline possible management options for the achievement of the desired future conditions
within the planning areas.

The ALT will develop the Alternate Futures and Management Options Report. The team will
have membership composed of technical experts and practitioners, and assisted by project
advisors. The ALT team will be sponsored by the NAUCGB. The NAUCGB is a collaborative
forum that reports to the CEO of North American Conservation Board and is made up of

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North American Unicorn Committee

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individuals from government, industry, Aboriginal groups, and environmental interest groups.
The NAUCGB aims to promote and support the recovery of woodland Unicorn.
The NAUCs West Central Landscape Team used a committee-style approach to develop its
Unicorn Landscape Plan. A deliverable-based project management approach is now desired to
promote the timely development of a Unicorn Landscape Report in the Ammerville region. It is
also desired to document this process to serve as a framework for the future development of
Unicorn Landscape Plans in additional regions.

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2. PROJECT OBJECTIVE AND SCOPE

2.1. Project Objective
The objectives of this project are to:
1) Conduct modeling to support the science-basis for options and recommendations assessments;
2) Provide the NAUCGB with an understanding of the current and future situation in the
landscape area, and the management options that would support viable Unicorn herds. The
information content, format and quality should support the NAUCGB in its work of making
recommendations to the CEO of Sustainable Resource Development with regards to options
for the conservation of woodland Unicorn in northeastern North American; and
3) Provide the North East North American Regional Plan (NEARP) with ALT project
deliverables, striving for deliverable dates, format and content that is compatible with
NEARP, while at the same time ensuring that the needs of NAUCGB, the primary audience,
are met.
2.1.1. Anticipated Outcomes Short-term
In the short-term, the anticipated management options and recommendations within the report
should support the following goals:

Stabilize woodland Unicorn populations and affect a population increase (achieve positive
population growth) for herds currently at risk of extirpation;

Achieve stable or positive population growth for herds currently known or believed to be in
decline;

Maintain population stability or achieve positive population growth in currently stable

woodland Unicorn herds;

Avoid loss of existing woodland Unicorn herds;

Determine woodland Unicorn population trends for herds where population information is
lacking;

Determine the feasibility of restoring self-sustaining woodland Unicorn herds to former range
areas; and

Ensure sufficient quality habitat (including type, amount, and distribution) is available at all
times to sustain each woodland Unicorn herd and thereby allow range occupation.

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2.1.2. Anticipated Outcomes Long-term

In the long-term, the anticipated management options and recommendations within the report
should support these goals:

Achieve self-sustaining Woodland Unicorn herds and maintain the distribution of Unicorn in
North American;

Ensure the long-term habitat requirements for woodland Unicorn are met within North
Americans Unicorn ranges; and

Manage industrial activity on Unicorn range in a manner consistent with Unicorn

conservation requirements.

2.2. Process Objectives

The following objectives will be achieved through the course of the work plan set out in this subcharter:

Follow a project management approach to ensure that timelines are met and project risks are
flagged and appropriately mitigated;

Data management will occur through data sharing agreements with appropriate industry,
government and non-government stakeholders. These agreements will be in place prior to the
commencement of the ALT work to avoid work plan delays;

Identify new (not already on the known conflict list) policy and legislation conflicts to the
ACC;

Work in accordance with NAUCGB direction; and

Provide feedback on the process successes and challenges.

2.3. Scope
This project will include the following:

Orientation workshop;

Current State Assessment:

Data collection and assessment,

Technical analysis and synthesis of data,

Report Preparation,

Business as Usual and Future State Assessments:

Data collection and assessment,

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North American Unicorn Committee

Technical analysis and synthesis of data,

Data modeling,

Development of management options,

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Final Report whose content will be directed by NAUCGB.

2.4. Out of Scope

The following tasks will be considered out of scope for the ALT, but will be the responsibility of
members of the NAUCGB:

Research related to addressing key uncertainties identified through the Business As Usual
(BAU) and Future State assessments;

Stakeholder engagement; and

Landscape Team human resource management (recruitment, performance issues, etc).

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3. PROJECT STRUCTURE AND STAFFING

3.1. Project Team
The ALT is composed of the following members:
Core:

Team Lead - Terry Smith1;

Technical expertise in Unicorn biology - Todd Jones;

Technical expertise in forest development - Dave Cheng;

Technical expertise in energy development - Peter Seller;

Technical expertise in parks and protected areas - Rick James;

Mitigation expertise - Paula Anderson;

Technical expertise in modeling - Terry Smith; and

Project Manager Melanie Jeffries.

Advisory:

Technical expertise in Unicorn biology - Nicole Andrews;

Technical expertise in parks and protected areas - Norman Dawson; and

Energy development - Kevin Francis; Bob Murray.

Names are fictitious

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North American Unicorn Committee

3.2. Project Organization

This graphic illustrates the major players in the project and their relationships to one another.
The roles and responsibilities of each player are described in the table below:

Project Organizational Structure

North American
Unicorn
Committee

Project Sponsors
----------------------

Landscape Teams Project

Manager
-----------------------

Chinchaga Landscape
Team Lead

Chinchaga Landscape
Team

Integration Project
Manager
--------------------

Ammerville
Landscape
Team Lead

Sierra
Contract Project Manager
---------------------

Project Support
---------------------

Ammerville Landscape
Team

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North American Unicorn Committee

3.3. Roles and Responsibilities

Responsibilities
Roles
Project Sponsors

North American Unicorn

Committee

Integration Project
Manager

Sierra Contract Project

Manager

Ensure adequate financial and human resourcing to carry out the project
work plan and develop deliverables;

Define project success;

Communicate project priorities;

Set project objectives;

Make key decisions;

Approve all deliverables;

Facilitate access to information and people;

Take or facilitate timely and appropriate action to address risks and issues
that arise throughout the course of the project;

Provide advice and act as liaison to the NAUCGB; and

Maintain contact with NEARP managers to facilitate an appropriate and

timely exchange of information between projects.

Provide input to the definition of project success;

Provide input on priorities, decisions, and project objectives;

Meet as needed to provide input on project direction throughout the project;

Review deliverables and provide input that will contribute to quality

assurance; and

Facilitate access to information and people.

Work one-on-one with Sierra Contract Project Manager and the ALT Project
Manager to ensure the successful completion of project work plan;

Accept all deliverables;

Coordinate with Project Sponsors and ACC to gather and communicate

input back to Sierra Systems;

Serve as first point of contact for issues and risks that arise during the
course of the project;

Accept status updates;

Facilitate access to information and people; and

Facilitate access to meeting rooms, catering, and teleconferences as

needed.

Work one-on-one with Integration Project Manager and Project Sponsors to

ensure the timely completion of contract requirements.

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North American Unicorn Committee

Responsibilities
Roles

Landscape Team
Project Manager

Project Support

Ammerville Landscape
Team

Coach Integration Project Manager and Project Sponsors in leading project

management practices;

Provide regular work plan and budget status updates to Project Sponsors;

Manage the contract budget;

Provide input on Project Management practices and issues throughout the

course of the project; and

Work with Project Sponsors and ACC to define project success, objectives,
priorities.

Work one-on-one with the ALT to facilitate the development of Landscape

Reports;

Provide regular work plan updates to the Integration Project Manager;

Identify and raise issues and risks that arise throughout the course of the
project;

Assure the quality of deliverables;

Work with Project Sponsors and NAUCGB to align approach and

deliverables with project objectives and priorities; and

Implement and manage communication plan.

Deliverable editing and quality assurance;

Meeting support and facilitation;

Reporting support and facilitation; and

Communication support and facilitation.

Team Lead:

Lead team in completion of tasks;

Work Planning;

Work with Landscape Team Project Manager to assign project work to team;

Technical report writing;

Issue identification;

Primary authorship of material;

Initiate communications as per the communications plan; and

Lead team in completion of other tasks.

Core Members:

Research;

Technical analysis;

Scenario analysis;

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North American Unicorn Committee

Responsibilities
Roles

Represent subject matter expertise (i.e. Energy, Forestry, etc);

Issue identification and reporting to Sierra Systems Landscape Team

Project Manager;

Contribute to authorship of deliverables;

Regular communication and reporting; and

Completion of tasks as assigned by Landscape Team Project Manager and

Team lead.

Advisory Members:

Review and provide input to deliverables;

Provide access to information and people;

Validate information and concepts with stakeholders;

Represent the views of constituency;

Attend meetings as requested; and

Communicate with Project entities as needed.

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North American Unicorn Committee

4. PROJECT APPROACH
There are three major activities in this project. They are:

NAUCGB Review and Direction for developing landscape plans;

Data Acquisition and Management: The acquisition and analysis of technical data; and

Landscape Planning: The development of management options for Unicorn.

Activities in the overall project work plan must include all three of these components and
acknowledges their interdependencies. These components fit together as follows. In order to
ensure that technical work is not hindered by stakeholder involvement at the technical level, and
that the ALT is not constrained in developing management options by the political and policy
positions of community groups, stakeholder consultation will occur through the NAUCGB
Review and Direction at key points of the process. The work of the NAUCGB will prepare the
way for the work of the ALT. Data acquisition and management processes occur separate from
the landscape planning process, however, the landscape planning process depends on the products
of the data management process. Landscape planning leads to the development and analysis of
Unicorn management options for documents called Landscape Plans.

Data
Management

Landscape
Planning

Landscape
Plans

NAUCGB Review and Direction

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North American Unicorn Committee

The following diagram shows a conceptual view of the strategy that is embedded in the work plan
to develop landscape plans for the Ammerville area:

NAUCB

AND MANAGEMENT OPTIONS

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The key strategic components of this approach are as follows:

There is a gating process inherent in this approach, where NAUCGB is in charge of giving
authorization to proceed to the next phase. This provides NAUCGB with a planned
opportunity to assess phase results, and to use the assessment to either affirm the plans for the
next phase or to modify them, based on the experiences to date;

The NAUCGB plays a leadership role. NAUCGB takes on the responsibilities of making
decisions and providing formal direction to the work groups. Thus, NAUCGB is in charge of
shaping the outcomes of each phase;

This approach maps the activities required to complete a landscape plan into the appropriate
organizational unit. NAUCGB provides executive level direction and decision-making,
aligns constituents across its membership, and provides oversight. Work groups prepare the
project deliverables, submit them for review and can make recommendations to enhance the
products;

There are opportunities for NAUCGB to seek advice and guidance to inform itself prior to
developing formal direction to the work group. Thus, the direction can be based on what the
best minds have to offer;

NAUCGB may ask for work groups to provide their work in iterative cycles within a phase.
For example, after an initial overview of the first draft of BAU, NAUCGB can provide
additional direction to the work group that will refine the BAU results;

This approach will be applied to two landscape plans, Ammerville and Chinton. Each of the
two landscape plans can proceed at their own pace, independent of each other, but using this
same approach. Since the approach for each group is parallel yet separate, the work products
can be tailored to the individual landscape plan; and

Landscape teams can focus on the work plan activities, referring policy and political
outstanding issues to NAUCGB.

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North American Unicorn Committee

5. WORK PLANS FOR THE LANDSCAPE PLANNING TEAMS

5.1. Overall Work Plan
The following graphic provides an overview of the work plan for the ALT:

Deliverables

Key Activities

Phase 1: Initiation
and Current
Assessment

Phase 2: Business
As Usual

NAUCGB
(Nov
2007June
2005)

Work Groups
(June July
2005)

NAUCGB

Project
initiation

Develop subcharter

Provide
BAU
direction

Oversee
project

Landscape
team orientation

Select
landscape
team

Conduct current
assessment

ACCBG
Project
Charter

ALT Orientation
Finalize work
plan
Finalize subcharter
Current
assessment

(July-Aug

Phase 3: Future
Scenarios

Phase 4: Final Report

ALT
(July-Aug
2005)

NAUCGB
(Aug Sep 2005)

ALT
(Aug - Sep
2005)

NAUCGB
(Oct 2005)

ALT
(Oct 2005)

Do BAU
modeling

Provide
Future
Scenario
direction

Do Future
Scenario
Modeling and
Management
Options

Assess options

Prepare Final
Report under
direction of
NAUCGB

2005)

Review
BAU
results

Provide
formal BAU
direction

Sign-off
BAU report

Decide/recommend
landscape plan
Approve report

BAU report

Provide
formal
Future
direction

Alternate
Futures and
Management
Options Report

Send/Present to
CEO

Final report

Sign-off on
Alternate
Futures
and
Manageme
nt Options
Report

Communication: Project Management and Reporting

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5.2. Landscape Planning Work Plan

The following work plan is focused on the Landscape Planning process, including project start-up
and close-out. This work plan is supported by a project schedule contained in the Appendices.
To assist with team selection, Appendix A contains an original ALT Terms of Reference, based
on the NAUCGB Charter.
Phase 1: Project Initiation and Current Assessment
Activities
Develop a draft NAUCGB Project Charter with input from the NAUCGB to ensure that everyone with a
stake in the projects success is in agreement about the objectives and process that will be used to carry
out the two landscape plans. NAUCGB will recruit Landscape Team members.
NAUCGB oversees the collection and compilation of data needed for a current assessment. This is
expected to be completed under contract with ILM lab at the University of North American (Dr. Stan
Boutin, lead).
Commence the team-related portion of project initiation, once the team has been chosen. Plan and
conduct an orientation meeting for the ALT. Organize a presentation for the team on the current
assessment data. Organize the data hand off to the team.
Develop an approach to the technical analysis that will encompass the current assessment, business as
usual and the Alternate Futures.
Complete the current assessment, acquiring additional data if needed. Develop the Current Assessment
Report and present to the NAUCGB.
Deliverables

ALT Project Sub-Charter;

Current Assessment Report; and

Project Status Reports.

Phase 2: Business as Usual

Activities
Develop detailed BAU scenarios based on the broad scenario direction provided by the NAUCGB.
For each scenario, assess the following:

Impact on Unicorn populations over time;

Management options; and

Potential implications (including policy implications) and trade-offs.

Compile a BAU Report. Present findings and recommendation to NAUCGB.

Deliverables

BAU Report; and

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Project Status Reports.

Phase 3: Alternate Futures and Management Options

Activities
Develop detailed scenarios based on the broad alternate futures scenario direction provided by the
NAUCGB.
Acquire additional data as needed.
Ensure that the modeling tool is set-up and available to conduct the required modeling.
For each scenario, assess the following:

Impact on Unicorn populations over time;

Management options; and

Potential implications (including policy implications) and trade-offs.

Compile a report that outlines the scenarios and their assessment. Provide options/recommendations.
Compile an Alternate Futures and Management Options Report. Present findings and recommendation
to NAUCGB.
Deliverables

Alternate Futures and Management Options Report; and

Project Status Reports.

Phase 4: Final Report

Activities
NAUCGB develops the recommendations for a Landscape Plan for Ammerville that is to be presented to
the CEO.
Create a Final Report based on NAUCGB recommendations and directions.
Develop a project close-out report that details the successes and lessons learned.
Deliverables

Final Report; and

Project Status Reports.

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North American Unicorn Committee

5.3. Communication Schedule

This project will involve ongoing communication between the ALT, Project Managers, Project
Sponsors, and the NAUCGB. Project status will be regularly monitored by the Landscape Team
Project Manager. Status will be reported to the Project Sponsors on a monthly basis throughout
the course of the project. Status will be reported using the Project Status Report template in the
appendices. The following table describes the regular communications that will occur to maintain
a high level of integration among the various project players.
Initiator

Type of
Communication

Method of
Communication

Frequency

Recipient

Landscape Team
Project Manager

Status Reports

Written

Monthly

Integration
Project Manager

Issues and new risks

Written and/or
Agenda item on
next meeting

As required

Discussions of
deliverable review
comments (if not
urgent)

Verbal discussions
in meetings

As required

Deliverable and work

plan status tracking;
upcoming deliverables

Teleconferences

Biweekly

Landscape Team
Lead

Landscape
Team Project
Manager

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6. MILESTONES
This table will be confirmed once the Landscape Teams are formed. It is currently based on the
work plans in the previous two sections. As the project moves away from the Initiation phase,
project dates will be confirmed.
Phase

Milestone

NAUCGB or Landscape Teams

Date

Sign-off on NAUCGB project

charter

NAUCGB

April 2005

Signoff on Landscape Team

Terms of Reference

NAUCGB

April 2005

Form Landscape Teams

Landscape Teams

May 2005

Sign-off on current situation

NAUCGB

July 2005

Instructions to each Landscape

Team based on BAU

NAUCGB

August 06, 2005

Communication of Alternate
Future Scenarios to Landscape
Teams

NAUCGB

August 06, 2005

Submission of Management
Options

Landscape Teams

September 30, 2005

Sign-off on Management Options

NAUCGB

October 30, 2005

Recommendation to SRD / Final

Report

NAUCGB

October 30, 2005

Project Close

NAUCGB

October 30, 2005

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North American Unicorn Committee

7. ISSUE AND RISK MANAGEMENT

7.1. Risk Management Plan
Risks are anything that affect the likelihood of the project being successful. Risks may be
identified by any Project Team member to the Project Manager. Risks will be logged into the
Risk Management Plan. The Project Manager will complete the assessment of the impact and
risk management actions, and review this with the Project Sponsors. The Project Manager will
monitor and report on risks identified in the Risk Management Plan. A template of the Risk
Management Plan is in Appendix C.
There are also a number of risks that can be identified and planned for before the project even
begins. The following table includes a list of these risks and a description of how the planned
approach will help to prevent and mitigate each.
Risk

Prevention/Mitigation Plan

Delays in decisions, approvals, or

direction may impact the project
schedule. Visibility of the Project
Sponsor is often seen as an indication
of commitment by stakeholders
involved in the project.

Strong and visible project sponsorship contributes to

project success.

2.

Other commitments may distract the

ALT members from completing tasks
in a timely manner.

The ALT members will be dedicated resources whose

employers have a stake in the projects success. Conflict
in priorities will be addressed by the Landscape Team
Project Lead and escalated accordingly if needed.

3.

Technical expertise is required to

assure the quality of deliverables.

Technical experts have been selected to form the

Landscape Teams, and expert advisors will be engaged
on an ad hoc basis throughout the project to validate
information and make comments on the technical
competency of major deliverables.

4.

Lack of a single point of contact could

hinder:

An Integration PM has been designated. The role of the

Integration Project Manager is outlined in the Project
Charter.

1.

Project planning;

The successful achievement of

project objectives;

Rapid issue resolution; and

The project timeline.

The Project Sponsors have been identified and will be

active participants throughout the project. The role of the
Project Sponsor is clearly stated in the Project Charter.

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North American Unicorn Committee

Risk

Prevention/Mitigation Plan

5.

Delays in decisions and approvals

may impact the project schedule.

The deliverable acceptance process is described in the

Project Charter and will be approved by the Project
Sponsors.

6.

Non-availability or resistance of
stakeholders can negatively impact
the quality of deliverables and delay
completion of project activities within
the planned timeframes.

Where necessary, the NAUCGB will leverage existing

relationships with stakeholders to help promote
constructive discussions in interviews with Sierra
Systems consultants.
Some off-line relationship building may be needed to
promote trust, manage expectations, and ensure high
quality information is obtained.
Any issues or risks related to stakeholder participation
will be logged and managed by the Project Manager.

7.

Late access to information will lead to

lower quality deliverables. The ALT
needs early access to relevant
information so that the information can
be analyzed and findings can be used
in project planning and other project
activities.

The NAUCGB will ensure that the team, through the

Project Manager, has access to all background material
that is relevant to the project.
Any information gaps that may jeopardize the ability of
the ALT to complete their analyses will be logged as an
issue.
Any issues or risks related to stakeholder participation
will be logged and managed by the Project Manager.

7.2. Issues Management Plan

An issue refers to any matter that may impede project progress, and about which no agreement
has been reached. Issues impacting the project may be identified and documented by any project
team member. As issues are identified they will be entered by the Project Manager in the Issue
Log. When identifying or documenting an issue, the person who identified it is to indicate the
priority (high, medium or low) and when resolution is required by.
The Project Manager will work with the Project Sponsors to assign the Issue to the appropriate
person for action. The Project Manager will monitor the issue log and report on issue progress.
If the issue cannot be effectively resolved in the required time, it will be brought forward to the
Project Sponsors for resolution. If issues are significant, the Sierra Systems Contract Project
Manager will receive notification of the issues, and may participate in the issue resolution
process. A template for the Issue Log is included in Appendix C.
Some issues may remain unresolved at the end of the project, as their resolution timeframe may
exceed the project end date. All remaining issues will be handed off to the Project Sponsors by
formally sending the Issue Log containing the Open Issues to the Project Sponsors during the
project closeout activities.

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Page 21

7.2.1. Assumptions
This sub-charter is based on several assumptions. If the following statements are not true, the
success of the project may be at risk. During the course of the project, if at any time these
conditions change, an issue will be identified:

The ALT members will be held accountable for work plan completion;

The ALT will be composed of dedicated working resources;

Implementation of Landscape Plans will occur separate from this engagement;

The ALT status meetings can be held by teleconference;

The ALT deliverables will be developed to at least 75 per cent completion prior to
submission to the Landscape Team Project Manager; and

Deliverable quality assurance services will be provided by Sierra Systems.

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8.

Page 22

CHANGES IN SCOPE
A Change Request may be initiated whenever a need to change the scope of the project (as
defined in the Project Charter) is identified. The need for a change is documented on a Change
Request Form, found in Appendix C. Change Requests will be logged into the Change Request
Log also available in Appendix C. The Landscape Team Project Manager will bring the Change
Request forward to the Project Manager for approval, rejection, or deferral. If approved, the
Landscape Team Project Manager will ensure the detailed schedule is modified to incorporate the
change.

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9. DELIVERABLE REVIEW AND ACCEPTANCE PROCESSES

The major deliverables from the Project that require formal review and acceptance include:

Project Sub-Charter;

Current Assessment Report;

BAU Report; and

Alternate Futures and Management Options.

Templates for the Deliverable Acceptance and the Deliverable Sign-off Sheet are included in the
Appendix C.

9.1. Deliverable Review and Sign-off Process

DELIVERABLE REVIEW PROCESS
Each major deliverable from the project will go through a formal review process. The Project
Sponsors will be responsible for overseeing the review process for each deliverable. During the
review process, reviewer feedback will be captured and returned to the Project Manager.
Feedback items will have a status of either open or closed. A status of closed will be
assigned by the Project Sponsors when the resolution adequately addresses the feedback
comment. Feedback items that cannot be closed by the ALT within a reasonable time period will
be escalated to the Project Sponsors and/or the Sierra Systems Contract Project Manager in
charge for resolution.
Throughout the project, it will be necessary to ensure that timely and effective feedback and
decisions are made regarding deliverables in order to meet proposed project schedule and avoid
unnecessary resource or financial impacts. The following formal process will be used whenever a
deliverable is presented:
1. Deliverables will be delivered in a draft version and will allow for only one revision to the
final version by each reviewer group;
2. Major deliverables will be reviewed by both the Project Sponsors and the NAUCGB.
3. All deliverables will be submitted initially to the Project Sponsors by the Landscape Team
Project Manager, usually via email;
4. Feedback on major deliverables will be required from the Project Sponsors within eight
business days;
5. If required, a revised draft will be prepared by the ALT to incorporate the revisions requested
by the Project Sponsors.

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Page 24

6. The revised draft will be submitted to the Project Sponsors for distribution to the NAUCGB.
The Landscape Team Project Manager will submit this draft usually via email;
7. Feedback on major deliverables will be required from the NAUCGB within ten business
days;
8. The Project Sponsors will consolidate feedback in one response copy;
9. Should no feedback be received within the timeframe, the deliverable will be accepted as
written. Should an extension be requested, it will be subject to change control;
10. The Project Sponsors have the authority to sign off project deliverables;
11. Deliverable status will be recorded in the regular project status report;
12. Should deliverable feedback be consistently late, an issue will be raised and logged; and
13. Feedback on minor deliverables will be required only from Project Sponsors, and the review
period will be five business days. Sponsors may decide to include NAUCGB review at their
discretion for minor deliverables. Extending the review to NAUCGB may have an impact on
the project schedule. (At the time of developing the charter there were no minor deliverables,
however, this step is left in the process in case the situation changes).
DELIVERABLE SIGN-OFF PROCESS
The Project Manager presents the Deliverable Sign-off Sheet with each deliverable. Project
Sponsors return the Deliverable Sign-off Sheet with the signatures of the Acceptors to the
Landscape Project Manager. This is done for each deliverable when the review process is
complete.

9.2. Quality Management

Quality assurance ensures products meet specified quality standards. Such standards may be
fairly easy to define and apply when the products are manufactured items mass produced on an
automated assembly line. Quality is inherent to the overall project management and
methodology. The Sierra Systems Project Manager will bring an approach that includes:

Deliverables must go through the appropriate internal review process. The review is required
to ensure that each deliverable is of acceptable quality; and

As part of quality assurance, the appropriate team members will review a completed draft of
each deliverable, and then a final version of the deliverable will be produced incorporating
feedback received from the review.

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North American Unicorn Committee

10. BUDGET
Deliverable

Total Project Costs (estimated)

Resources / Costs

$XX,XXX

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Page 26

11. PROJECT CLOSEOUT PROCESS

The Contract Project Manager will formally close out the project. Outstanding project
documentation required by the Project Sponsors such as Open Issues will be sent by the Contract
Project Manager via email. A project closeout discussion will be held with:

Contract Project Manager, Landscape Team Project Manager and the Project Sponsors to
ensure that documentation, responsibilities and transitions have been properly handed off.

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12. APPENDIX A: AMMERVILLE LANDSCAPE TEAM-DRAFT

TERMS OF REFERENCE

(Drafted February 2005)

Background

Woodland Unicorn is a threatened species facing the challenges of small and declining
populations, habitat dependency and sensitivity to human impacts. In 2002, a process of Unicorn
Landscape Planning was adopted by the North American Government based on the North
American Woodland Unicorn Recovery Plan 2001/02. The products of this process will be
Unicorn Landscape Plans, technical documents which provide advice to government on
recommended strategies f or woodland Unicorn conservation and recovery within identified
Unicorn landscape areas. Unicorn Landscape Plans will:

Develop an assessment of current Unicorn populations, habitat and other factors (such as
levels of predation) as they affect Unicorn;

Develop a projection, or projections, of estimated future Unicorn populations, habitat and

other factors;

Identify desired future Unicorn populations, habitat and other factors conducive to Unicorn
conservation and recovery within the planning areas;

Identify opportunities for coordination, or alternatively points of conflict, with other land
management policy, direction, and/or plans that may be in place and impacting on the same
geographic area; and

Outline possible management scenarios for the achievement of the desired future conditions
within the planning areas.

Unicorn Landscape Plans will be developed by the ALT, with membership composed of technical
experts and practitioners, sponsored by members of the NAUCGB. The NAUCGB is a
collaborative forum that reports to the CEO of North American Sustainable Resource
Development as is made up of individuals from government, industry, Aboriginal groups, and
environmental interest groups. The NAUCGB aims to promote and support the recovery of
woodland Unicorn.
The ACC West Central Landscape Team used a committee-style approach to developing its
Unicorn Landscape Plan. A deliverable-based project management approach is now desired to
promote the timely development of Unicorn Landscape Plans in the Ammerville region. It is also
desired to document this process to serve as a framework for the future development of Unicorn
Landscape Plans in additional regions.

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North American Unicorn Committee

Purpose
The ultimate objective of this project is to facilitate the development of a Unicorn Landscape Plan
that aligns with the North American Woodland Unicorn Recovery Plan.
The ALT will achieve this objective by following a project management approach, developing
scenarios; and identifying new (not already on the known conflict list) policy and legislation
conflicts, outside the box solutions, and integration opportunities, to the NAUCGB.
Responsibilities
The ALT will be responsible for:

Attendance at an orientation and work planning workshop;

Developing and analyzing management options, including:

Operational impacts,

Implementation Considerations and Needs,

Development of a recommendation,

Completion of all sections of the Landscape Plan template.

Deliverables
The deliverable for the ALT is a completed Landscape Plan, using the template approved by the
NAUCGB.
Membership
Ammerville Landscape Team
Project Manager
Sierra Systems staff member appointed to provide project management direction and support to
the Landscape teams.
Team Lead
<Firstname Lastname> To ensure quality of technical work done by the team.
Technical expertise in Unicorn biology
<Firstname Lastname>
Technical expertise in forest development
<Firstname Lastname>
Technical expertise in energy development
<Firstname Lastname> to recommend in consultation with CAPP

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Technical expertise in parks and protected areas

<Firstname Lastname> to recommend
Technical expertise in modeling
<Firstname Lastname>

Time Commitment
The average time commitment for each team member is estimated to be one to three days per
month in concentrated workshops over a four month period. However, it is anticipated that some
members will play greater roles than others. For example, one team member may be assigned
writing tasks, while another may merely attend meetings to contribute to the plan as a technical
expert. Work plans will be fleshed out in greater detail by the ALT as a first step after formation,
when commitment will be confirmed and resources will be committed based on the role of each
member. Additional resources may be required if the work plans require them in order to meet
the timelines set by the NAUCGB.
Decision Making
Decisions will be made by identification and agreement on trade-offs. The Project Manager will
resolve all conflicts that could cause a delay to the project work plan. The Project Governance
Structure, as described in the Project Charter, will serve as the decision making structure if issues
or risks arise that require resolution at a higher level.

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13. APPENDIX B: PROJECT CHARTER SIGN-OFF

The following signatures represent understanding of the materials contained in the project charter,
and agreement to the scope and responsibilities described in it.

Deliverable Signoff Form

Project Name:
Client:
Project Manager:

Deliverable
:

Project Charter

Acceptor 1

Acceptor 2

Name:

Name:

Title:

Title:

Signature:

Signature:

Date:

Date:

Acceptor 3

Acceptor 4

Name:

Name:

Title:

Title:

Signature:

Signature:

Date:

Date:

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14. APPENDIX C: PROJECT FORMS

Project Status Report

Status Report
Project Status Report
To:

Date:

Client:
Project Name:

On Schedule:

Prepared By:

Within Budget:

Period Covered:

Within Scope:

Activities Completed - This Period:

Activities Planned - Next Period:

Issues/Problems/Concerns:

Management Action Required:

Attached Documents:

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North
American
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UnicornTeam
Committee
Project Sub-charter
Ammerville Landscape Team Proejct Sub-charter

Page 31

Risk Management Plan

Risk Management Plan for Governance Project

Risk & Impact

ID
1.

Project #:
Date:
Partner Responsible:

Likelihood
(L, M, H) (1)
Impact
(L, M, H) (2)

Client:
Project Name:
Project Manager:

Risk Management Plan

(Avoidance, Mitigation, Containment);

Actions to Date

Assigned To

Risk
Status (3)

2.
3.
4.

1.
2.
3.

Risk Likelihood = (L) low could occur, but not expected; (M) medium may occur; (H) high almost certainly occur.
Risk Impact = (L) low could work around; (M) medium significant impact; (H) high could stop project or serious impact.
Risk Status = Open action required now; Future action to be taken in the future; Retired risk avoided or retired.

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Issue Log

Issue Log for Governance Project

Client:

Executive Sponsor:

Project Name:

Date:

Project Manager:

Partner Responsible:

Title

1
Issue Title
Comments:
2
Comments:
3
Comments:
4
Comments:
5
Comments:

Status

Priority

Resolved/Open, etc

High

Owner

Date Resolution is
Required
mm/dd/yy

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Change Request Form

Change Request Form

Project:

Change Request No.:

Request Date:

001
Requestor:

Change Description:

Change Impact:

Impact on Project Costs:

Impact on Project Schedule:
Sponsor Approval:

Project Manager Approval:

Date
Date

Date

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Change Request Log

Change Request Log

for Project Name
Client:

Executive Sponsor:

Project Name:

Date:

Project Manager:

Partner Responsible:

Description

Requestor

Request Date

Cost

Status

1
2
3
4
5

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Deliverable Sign-off Sheet

Deliverable Signoff Form
Project Name:
Client:
Project Manager:

Deliverable

Acceptor 1

Acceptor 2

Name:

Name:

Title:

Title:

Signature:

Signature:

Date:

Date:

Acceptor 3

Acceptor 4

Name:

Name:

Title:

Title:

Signature:

Signature:

Date:

Date:

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