"It is good to
see the Home Office taking a joined up, thoughtful approach to
improving its management of major projects. Taken together
with the significantly improved financial control and reporting of
performance, the Department is building capability in key
areas."
Amyas Morse, head of the National Audit Office, 23 March
2010
The Home Office has improved its approach to
managing the portfolio of major projects for which it is
responsible, according to a report today by the National Audit
Office.
The Home Office is currently managing over 30
major projects, more than any other central civil government
department, with a combined estimated lifetime cost of £15 billion.
Following previous reports from the NAO and the Committee of Public
Accounts calling on the Department to improve its approach to
project management, it has taken steps to do so.
The Home Office established the Group
Investment Board in 2003 to challenge, approve and monitor all
major projects. In addition, the Department set up a centre of
excellence which provides guidance and support for project managers
and supports the Group Investment Board. The Home Office has
strengthened oversight of projects with improved reporting on
project progress.
The Home Office has shown a great commitment
to improving the capabilities and skills it needs to deliver these
projects. It has developed a range of training and development
initiatives dedicated to supporting its project managers and
project staff. It has led in the development of training for
Senior Responsible Owners (senior staff accountable for the
delivery of project benefits) and which is now available across
Government.
There is, however, scope for further
improvements. The Home Office has not used the information it has
to assess whether or not there has been an improvement in
performance in delivering projects to time and budget. The
Home Office also needs to improve the accuracy and consistency of
its project information and to improve management of risk. The Home
Office remains reliant on temporary staff and consultants who make
up over 30 per cent of its major project teams. The NAO has
called on the Home Office to address this and, in trying to do so,
the Home Office is improving its data quality and has been running
a series of campaigns to recruit permanent staff with the skills it
needs.
Publication details:
HC: 489, 2009-10
ISBN: 9780102963625