Recommendation 4

Digital programmes often fail to have their own single programme office to support the programme director to align all aspects throughout the lifetime of the programme, including integration of legacy and future systems. Although the Cabinet Office has started to try to strengthen central oversight of digital programmes, government’s digital functions are relatively immature when compared with the long-standing control exercised by HM Treasury over financial management. The breadth and complexity of government presents a significant challenge to putting in place common approaches and ensuring programmes do what they are supposed to do in the right way. Departments find it difficult to manage integration and connections between different systems, especially legacy systems, both within and outside programmes. Departments need a strong, internal programme office for each major programme. These programme offices need a depth of digital expertise beyond what might be provided by a non-specialist programme board, backed up by a strong function at the departmental level and at centre of government (e.g., a centre of excellence) to ensure this happens. A recent report commissioned by the Cabinet Office found there has been too much reliance on contractors or external consultants for core design or architectural decisions, which need a long-term and holistic view across government. The Cabinet Office told us that it has already accepted and is implementing the report’s recommendations. These include a strong, expert central team with real ‘teeth’ to take ownership of digital, data and technology standards including technology choices, privacy, security, and interoperability. Recommendation: The Cabinet Office should develop guidance on how to approach legacy integration, and mandate rigorous and professional design, data and infrastructure controls and practices, with appropriate accountabilities.