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2. The Cadastre Reengineering project

2.2. The deliverables and the management framework
DMR established a precise development and implementation schedule for the five deliverables identified at the beginning of the project: first deliverable due 12 months after the beginning of the project; third deliverable due 24 months after the beginning of the project; and last deliverable due 36 months after the beginning of the project. The third deliverable was identified as being the most crucial since it implied the operationalization and the beginning of cadastral data processing.

This very tight schedule, associated with severe penalties in case of noncompliance, came from the general plan adopted by the Ministry of Natural Resources for the implementation of the cadastre reengineering project. As soon as 1994, the first renovation contracts were awarded to the surveyors who then had 24 months to implement them. Hence the different management systems had to become functional quickly in order to manage the operations and collect the cadastral data.

Project Management Structure

In order to ensure the smooth flow of the project, the cadastre management team adopted a well-documented project management structure. It comprised two levels: the management level and the implementation level. The management structure dealt with the implementation of the contract, client--provider relationships, as well as with the planning of activities, and systems production and delivery.

The grounds/steps for this organizational infrastructure are included in the call for proposal10 and are refined in the document entitled "Management Framework for the Project Related to the Implementation of Cadastre Systems,"11. This document was created in collaboration with DMR in the first phase of the project.

The first months of the contract were dedicated to the implementation of the project management part—to the improvement of the administrative and financial structures. From the start, MNR showed an extreme rigor in all points of view in order to "stay in control" of the implementation of the contract, in regard to the schedule, costs, or quality expected.

With the assistance of MRN, the project started with specifying and finalizing expectations and responsibilities. Six management mechanisms were established: (1) project planning; (2) project follow up and management indicators; (3) troubleshooting revision management; (4) deadlock management; (5) change management; and (6) documents management process.

Each deliverable followed the steps of quality. There was a series of treatment units' tests followed by the MNR trial test. The architect explained to the testers the deliverable and provided them with the functional file for approval. They had ten days to answer, and DMR had five days to make the corrections. After that, five days were provided for approvals and two days for integration.

When the deliverable was rejected, a negotiation stage occurred between the analyst and the testers. If the problem continued, negotiation involved the architect and the tester manager, the DMR deliverables manager, the MNR deliverables manager, the DMR project manager, and the overall project manager. In case of a lawsuit, a review and deliverables management process was put in place.

Similarly, during the trial phase of a deliverable, if a request for a change was considered outside the adopted contract, change management procedure was followed. In order to respect the schedule and the costs, the MNR project management team accepted only requests crucial to the integrity of the system.

10 Schedule of Conditions, Call for Proposal
11 Management framework for the project related to the implementation of cadastre systems, Initiation and implementation phases