Recommendations & Conclusions
17 items
2
Conclusion
Seventy-First Report - Resetting govern…
Accepted
Resets could have been avoided with more realistic upfront planning and scoping, including to better reflect the backdrop against which government programmes operate. This is a critically important part of the inception of any project. We heard that there has been a tendency across Government to re-baseline major projects1, particularly …
Government response. The government agrees and commits that by June 2024, the IPA and HM Treasury will review existing guidance on upfront planning to identify gaps and update it, also bringing all relevant guidance together.
HM Treasury
3
Conclusion
Seventy-First Report - Resetting govern…
Accepted
Not having the right environment to encourage diverse views, transparency and constructive challenge has created problems in identifying and managing resets. A transparent and honest culture helps create an environment which supports constructive challenge and open conversations. This will encourage risks and issues, such as the potential need for a …
Government response. The government agrees, outlining existing continuous learning and courses for leaders, and commits to reviewing how it can further address transparency, confirming a letter with more information was sent to the Committee.
HM Treasury
5
Recommendation
Seventy-First Report - Resetting govern…
Accepted
Broader programme-related good practice, such as having the skills, leadership and governance relevant to the programme stage, has not always been applied. Government departments do not always have the specific skills needed to undertake a reset. This includes not always having the right leadership with an appropriate SRO, the importance …
Government response. The government states the recommendation is implemented, detailing existing measures such as mandatory leadership training for SROs, tenure monitoring, and a bespoke allowance to support retention of experienced senior civil servants.
HM Treasury
6
Conclusion
Seventy-First Report - Resetting govern…
Accepted
Resetting programmes can create new risks that are not always effectively managed. A programme reset is much more than the routine change management expected within any large programme. To help address the root causes of any underlying issues, a reset will necessarily significantly change what or how a programme delivers. …
Government response. The government agrees and states the IPA will develop guidance on managing new risks during program resets and consider how to integrate this into existing assurance, confirming a letter with further information was sent to the Committee.
HM Treasury
1
Conclusion
Seventy-First Report - Resetting govern…
Accepted
On the basis of a report by the Comptroller and Auditor General, we took evidence from HM Treasury and the Infrastructure and Projects Authority (IPA) about resetting major programmes.2 We also took evidence from four senior responsible owners (SROs): Matthew Lodge, Government SRO for Crossrail, Department for Transport; Neil Couling, …
Government response. The government commits to clarifying and updating HM Treasury's guidance for the Treasury Approvals Process to specify how programme and project resets fit within existing approval and assurance processes.
HM Treasury
7
Conclusion
Seventy-First Report - Resetting govern…
Accepted
As government does not have a standard definition for a reset, government bodies may not recognise when a reset is required, being carried out, or has been completed.15 There was some confusion over what was termed a reset. The SRO for Universal Credit suggested he had probably reset the programme …
Government response. The government agrees with the committee's conclusion and commits to HM Treasury and the IPA developing guidance by June 2024 to establish a common definition for programme and project resets across government. This guidance will also outline roles and responsibilities …
HM Treasury
9
Conclusion
Seventy-First Report - Resetting govern…
Accepted
Although those deciding on a reset, such as the SRO or programme board, need to be aware of what may trigger a reset we consistently heard how the IPA and central government bodies, could help identify or build the case for significant change.25 The IPA told us how, quite often, …
Government response. The government agrees with the committee's observations and commits to developing new guidance by June 2024 with HM Treasury and IPA, establishing a common definition for programme resets and outlining roles and responsibilities for identifying and managing them. They will …
HM Treasury
16
Recommendation
Seventy-First Report - Resetting govern…
Accepted
It is important to have open and honest conversations on how to progress a programme, including whether a reset is the right solution.52 Where a government body identifies a programme is at risk of not achieving its intended outcomes, it should consider a range of options to address this. This …
Government response. The government agrees and states a target implementation date of June 2024. The IPA will review how to further address transparency concerns in government programmes to encourage open communication and early risk identification.
HM Treasury
17
Conclusion
Seventy-First Report - Resetting govern…
Accepted
The time needed to undertake a reset will vary. Across 24 resets, the NAO found that the time spent ranged from less than three months to more than a year. Various factors contribute to the time needed for a reset such as the complexity of the programme and reset; the …
Government response. The government accepts the observation and commits that HM Treasury and the IPA will publish guidance for project delivery professionals by June 2024, outlining factors influencing reset times to ensure sufficient planning.
HM Treasury
18
Conclusion
Seventy-First Report - Resetting govern…
Accepted
The SROs highlighted to us the need to take appropriate time to ‘do the job properly’. For the Ajax programme, the NAO found the Ministry of Defence had underestimated how long a reset would take. It expected to conclude negotiations to reset the contract in October 2017, but these took …
Government response. The government accepts the observation, committing that HM Treasury and the IPA will publish guidance for project delivery professionals by June 2024, outlining factors influencing reset times to ensure departments allow sufficient time.
HM Treasury
19
Conclusion
Seventy-First Report - Resetting govern…
Accepted
The C&AG’s report identified value in creating ‘space’ to reset a programme. To do this teams might generate or capitalise on opportunities to pause a programme (rather than resetting ‘in flight’); establish a dedicated reset team to focus on resetting; or not publicise details of a reset until it has …
Government response. The government accepts the observation, committing that HM Treasury and the IPA will publish guidance for project delivery professionals by June 2024, outlining factors influencing reset times to ensure departments allow sufficient time to undertake resets properly.
HM Treasury
20
Recommendation
Seventy-First Report - Resetting govern…
Accepted
Governance arrangements need to evolve throughout a programme lifecycle to reflect the risks and requirements at each stage. This includes both during and after a reset, so governance and approvals processes remain proportionate to the programme risks with skills, expertise and leadership brought in as required.65 The SRO for Crossrail …
Government response. The government states the recommendation is implemented, detailing existing initiatives such as mandating SROs to undertake the Major Projects Leadership Academy, approving pivotal role allowances for retention, and introducing a Project Delivery Accreditation scheme to build capability and address resourcing …
HM Treasury
21
Conclusion
Seventy-First Report - Resetting govern…
Accepted
Given a reset may involve different activities, or a different focus, to how the programme was being managed it may require specific skills and expertise such as around planning, negotiation, political engagement, or stakeholder management.68 As such, the skills and leadership for long-term major programmes, may need to change to …
Government response. The government agrees with the committee's conclusions, detailing existing and ongoing initiatives to address the need for specific skills and leadership in major programmes. These include mandating SROs to undertake the IPA’s Major Projects Leadership Academy, implementing a pivotal role …
HM Treasury
22
Recommendation
Seventy-First Report - Resetting govern…
Accepted
As with a programme, those leading a reset, such as the SRO, need to have a clear vision shared with stakeholders alongside the skills and experience to critically examine a programme, motivate staff and contractors, and deal with external pressure.75 This was particularly important for resets as the SRO would …
Government response. The government states the recommendation is implemented, citing existing initiatives like mandating SROs to the Major Projects Leadership Academy, approving pivotal role allowances for retention, and introducing a Project Delivery Accreditation scheme to develop skills and leadership capability.
HM Treasury
23
Conclusion
Seventy-First Report - Resetting govern…
Accepted
As a reset is a fundamental or substantial change to what a programme will achieve, or how it is delivered, it cannot be managed through routine change control procedures.82 We heard from the SRO for Ajax that when undertaking resets, it was important to understand the root causes of issues …
Government response. The government agrees with a target implementation date of June 2024. HM Treasury and IPA will develop guidance to define programme resets, clarify roles, and outline the reset management process, including reviewing and updating existing guidance on Treasury approval and …
HM Treasury
24
Recommendation
Seventy-First Report - Resetting govern…
Accepted
In focusing on the underlying issues, and as a reset significantly changes what or how a programme delivers, it introduces new risks and opportunities that need to be identified and managed.85 The SRO for Ajax told us how the 2018 programme reset aimed to protect the delivery date, but this …
Government response. The government agrees and states the recommendation is implemented. The IPA will develop guidance on effectively managing the reset process and new risks, and will explore how to better support departments in managing these risks through existing assurance mechanisms.
HM Treasury
25
Conclusion
Seventy-First Report - Resetting govern…
Accepted
The risk profile of a programme may shift with changes to the commercial approach or how this is managed during a reset. For a reset, the government body will need to consider what existing arrangements with delivery partners mean for how to undertake a reset and what it could achieve.89 …
Government response. The government agrees with the committee's conclusions, stating that the IPA will develop guidance on effectively managing the reset process to address new risks, particularly those related to commercial arrangements with suppliers. The IPA will also consider how to better …
HM Treasury