Source · Select Committees · Public Accounts Committee
Recommendation 17
17
Accepted
Time needed for programme resets varies significantly due to complexity and political involvement.
Conclusion
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 need to understand the underlying issues and potential opportunities; involving (and potentially rebuilding) a supply chain; engaging stakeholders, including contractors, so they remain supportive; and seeking programme approvals.57 The SRO for Crossrail described how time may be needed to work through commercial issues. On Crossrail the project team spent time re-establishing contracts and creating the right incentives to get the railway open.58 Political involvement can also mean extra time is needed for a reset. The Ajax SRO told us that over the last 18 months, the programme had benefited from very strong hands-on ministerial involvement, with his biggest lesson being that this created decision-making processes that should be planned for.59 The SROs identified how changing ministers could create additional work for programme teams.60
Government Response Summary
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.
Government Response
Accepted
HM Government
Accepted
4.1 The government agrees with the Committee’s recommendation. Target implementation date: June 2024 4.2 HM Treasury and the IPA will set out to project delivery professionals what factors influence the time required to undertake a reset, such as the overall complexity of the programme or project, so that departments allow sufficient time to undertake resets properly. 4.3 The IPA’s ‘response to red’ process provides a structured route to escalate underperforming projects and programmes that may need to be reset. This seeks to balance supporting projects and programmes by giving them time and space to undertake a reset with ensuring efficiency and value for money are at the heart of decision making.