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Matrix of responsibility
Matrix of responsibility
Matrix of responsibility
Matrix of responsibility
Matrix of responsibility
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Matrix of responsibility

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  • 1. Supply Manual VERSION 08-02 December 12, 2008 Prepared by: Acquisition Policy and Process DirectoratePublic Works and Government Services Canada
  • 2. Requisition ReceiptAnnex 3.7: Matrix of Responsibilities between PWGSC and Client Departments for the Procurement of Goods and Services (Generic)(2008-12-12)Introduction1. The following matrix provides a generic division of anticipated types of responsibilities between Public Works and Government Services Canada (PWGSC) and client departments. It forms the basis for an effective and efficient partnering relationship for those who are responsible for activities within the contracting process.2. The division of responsibilities as shown in the matrix represents a standard way of doing business. However, as every procurement and associated contract differs, alternate divisions of roles and responsibilities can be established in advance by way of a written agreement between PWGSC and the client department. Such client department or procurement-specific arrangements or matrices will take precedence over this generic matrix. Legislation, regulations and policy will also take precedence over this matrix.3. Regular communication between PWGSC and the client department is considered essential to success in all activities, even for those activities where no contributing role is indicated within the matrix.NOTE: The matrix does not represent a delegation of procurement authority by the Minister of PWGSC, and does not remove from contracting officers their overall contracting responsibilities.Supply Manual Annex 3.7-1Version 08-2
  • 3. Requisition Receipt FOR CLIENT DEPARTMENTS NOT COVERED IN ANNEX 3.1 TO ANNEX 3.6 Matrix of Responsibilities between PWGSC and Client Departments for the Procurement of Goods and Services (Generic)L: LeadC: ContributingS: Shared No. Activities Responsibility Client PWGSC1 Requirements Definition1.1 Define client’s operational requirements: 1.1.1 Define essential characteristics (i.e., Statement of Requirements) L C 1.1.2 Consider all feasible solutions to meet client’s operational needs L C 1.1.3 Develop preliminary project cost estimates and schedule L 1.1.4 Conduct cost benefit analysis of alternatives (including life cycle costing L C analysis) 1.1.5 Determine total resource requirements and implications (e.g., training, L priority of allocation amongst operational needs, security requirements) 1.1.6 Obtain approval-in-principle to continue with project L 1.1.7 Develop Total Project Plan, including substantive cost estimates and L schedule, special project management needs, project phasing, maintenance support requirements, etc.1.2 Define client’s technical requirements: 1.2.1 Develop Statement of Work (SOW) and/or performance specifications or L standards as appropriate for the goods/services required to meet the operational need 1.2.2 Define technical requirements for quality assurance, acceptance, L warranty, training, documentation, packaging, transportation, initial provisioning, etc.1.3 Raise the requisition (form PWGSC-TPSGC 9200): 1.3.1 Prepare funded requisition for goods/services to be forwarded to L C PWGSC (include Security Requirements Checklist (SRCL) if applicable)2 PWGSC Procurement Plan2.1 Assess potential sources of supply (Canadian vs. offshore, etc.) C L2.2 Identify applicable major contracting policy issues/ considerations which C L must be resolved to accomplish the procurement2.3 Examine potential problems in relation to patents, licencing, royalties C L and technology transferSupply Manual Annex 3.7-2Version 08-2
  • 4. Requisition Receipt No. Activities Responsibility Client PWGSC2.4 Develop Procurement Plan including: 2.4.1 Delivery schedule and acceptance requirement L C 2.4.2 Contracting approach (including sourcing strategy) C L 2.4.3 Target cost and cash flow plan C L 2.4.4 Statement of appropriate quality and inspection system standards and L C qualification approvals 2.4.5 Communications strategy C L 2.4.6 Contractual risk management C L 2.4.7 Evaluation methodology and selection method C L 2.4.8 Industrial Benefits (IBs), where appropriate C L 2.4.9 Interdepartmental and international agreements related to procurement L C plan2.5 Obtain Procurement Plan approval L3 Contracting Process3.1 Translation of procurement documents C L3.2 Prepare and distribute/post procurement notice on GETS (Government L Electronic Tendering Service) and bid solicitation package3.3 Prepare and distribute technical data packages, as required L C3.4 Receipt of bids on bid closing L3.5 Evaluate technical elements of bids L C3.6 Evaluate time, cost and other contractual elements of bids L3.7 Prepare consolidated evaluation and selection of supplier C L3.8 Negotiate contract where applicable C L3.9 Obtain contract approval C L3.10 Prepare and issue contract L3.11 Debrief unsuccessful suppliers C L4 Contract Administration4.1 General: 4.1.1 Monitor work of contractor; receive contract deliverables L C 4.1.2 Monitor cash flow L C 4.1.3 Report problems to contracting authority L 4.1.4 Resolve contractual problems C LSupply Manual Annex 3.7-3Version 08-2
  • 5. Requisition Receipt No. Activities Responsibility Client PWGSC 4.1.5 Monitor compliance with terms and conditions of contract S S 4.1.6 Determine that goods and services received are in accordance with the L C requirement 4.1.7 Determine that goods and services received are in accordance with the C L contract 4.1.8 Process claims for payment L C4.2 Contract Amendments: 4.2.1 Identify need for additional work or revisions; confirm funding L 4.2.2 Confirm that contract amendment is the appropriate vehicle L 4.2.3 Negotiate contract amendment C L 4.2.4 Obtain approval for amendment/change order L 4.2.5 Prepare and issue contract amendment L5 Contract Close-out5.1 Settle outstanding claims for payment C L5.2 Issue contract closing amendment L5.3 Finalize disposition of Crown assets LSupply Manual Annex 3.7-4Version 08-2

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