Major public projects in the Government's current major projects portfolio are expected to cost over £450bn. There are also many other projects across government. This huge investment of taxpayers' money needs to be spent well. Managing these projects also brings major challenges because they are so long, complex, technically difficult, and are often part of high profile and high-risk transformation of public services.
These projects can also compete with each other for resources, equipment and skills. This means government needs to make sure that the timing of different projects is coordinated - especially as competition for resources can increase costs. One project can depend on the outcomes of another, making coordination and management still harder.
To make sure that these projects are affordable and successful, government needs much stronger project management skills and it needs to make more accurate cost and time estimates. It also needs to improve its ability to identify and manage both risks and the impact of external events.
Key NAO publications: Framework to review programmes (Sep 2017); Delivering major projects in government: PAC briefing (Jan 2016); Welfare reform - lessons learned (May 2015); The DECA: Understanding challenges in delivering project objectives (Oct 2013); Assurance for major projects (May 2012); and NAO Guide: Initiating successful projects (Dec 2011)
Based on about 100 NAO reports on major projects and programmes, this framework sets out the key questions we ask, with links to examples from our back catalogue and to further more detailed guidance on specific issues.
The case for a huge expansion of electronic monitoring using GPS was unproven, but the Ministry of Justice pursued an overly ambitious and high risk strategy anyway. Ultimately it has not delivered.
The Department has made good progress since we last reported on Carrier Strike, however it still has a lot to do to meet its targets at the end of 2020.
This report examines the evidence base supporting the decision to proceed with the Thames Tideway Tunnel, a tunnel running 25 kilometres from Acton to Abbey Mills, as well as progress achieved to date.
The cost of modernising the Great Western railway is estimated to be £5.58 billion, an increase of £2.1 billion since 2013, and there are delays to the electrification of the route of at least 18 to 36 months. The Department for Transport and Network Rail have begun to improve the management of the programme but they have more to do to protect value for money in the future.
This framework provides a structured, flexible approach to reviewing models. It is intended to aid those commissioning or undertaking analysis of a model with the aim of determining whether the model is robust and reasonable.
A third of major government projects due to deliver in the next five years are rated as in doubt or unachievable unless action is taken to improve delivery. Greater transparency on project performance is required.
The Department for Work and Pensions has successfully introduced automatic enrolment to workplace pensions for large and medium-sized employers. Significant risks remain.
The MoD’s Equipment Plan appears more stable than last year and progress has been maintained, but the Department will need to remain vigilant with regard to future cost increases.
An interactive summary of the NAO’s presentations at Civil Service Live events, 2015, on four pervasive issues blocking public service improvement.