of intended outcome as is advice on mitigation strategies to reduce these risks. At program initiation, all areas in this section will need thorough investigation as they provide the foundation for successful delivery. Mid stage program review The focus at this stage is whether assumptions or circumstances have changed, e.g. a change in policy direction, continued availability of skilled resources. End stage program review The critical area at the final-stage review is to confirm the link to business strategy is still robust and supported by senior management. to probe Evidence expected The program is structured to allow responsiveness and flexibility in 1.1 Is there a clear achieving outcomes. understanding of the required outcomes and are they soundly based? Innovative solutions are assessed by experts. 1.2 Does the program There are similar initiatives from which lessons may be learnt. new policy Consultation with the market to help refine the approach, identify ground? risks, and ways in which risks might be mitigated. For PPP initiatives, evaluation of the program is consistent with methodology. A direction set out in the corporate and business plans, 1.3 Does the program government policy documents, e.g. the Administrative Arrangement sponsor and Orders or entity objectives. governance agree with the business strategy and is the strategy robust? Documents showing the program owners/accountable 1.4 Does the program authority/responsible minister, have agreed the scope of the demonstrate a clear program and its alignment with policy objectives, entity strategy link with wider and/or change priorities, e.g.: government and the NPP / cabinet submission, endorsed by the responsible NCE’s objectives – minister and accountable authority. does it reflect the current business Business case/s, including ICT Investment Approval/two stage policy and approval business cases. environment and is it Where there are significant changes in policy priorities, in aligned with the stakeholders’ views, or the key objectives: details of a business strategy? reappraisal of the program. The desired outcomes of the program remain aligned to the entity 1.5 Is there a continuing strategy. need for the program? Continuing commitment from stakeholders demonstrated. Confirmation that the program is organised to deliver the outcomes as needed. The program brief or program business case has been updated and remains valid. An analysis of delivery options. 1.6 Have other delivery options been considered?
of intended outcome as is advice on mitigation strategies to reduce these risks. At program initiation, all areas in this section will need thorough investigation as they provide the foundation for successful delivery. Mid stage program review The focus at this stage is whether assumptions or circumstances have changed, e.g. a change in policy direction, continued availability of skilled resources. End stage program review The critical area at the final-stage review is to confirm the link to business strategy is still robust and supported by senior management. to probe Evidence expected 1.1 Is there a clear understanding of the required outcomes and are they soundly based? The program is structured to allow responsiveness and flexibility in achieving outcomes. 1.2 Does the program new policy ground? Innovative solutions are assessed by experts. There are similar initiatives from which lessons may be learnt. Consultation with the market to help refine the approach, identify risks, and ways in which risks might be mitigated. For PPP initiatives, evaluation of the program is consistent with methodology. 1.3 Does the program sponsor and governance agree with the business strategy and is the strategy robust? A direction set out in the corporate and business plans, government policy documents, e.g. the Administrative Arrangement Orders or entity objectives. 1.4 Does the program demonstrate a clear link with wider government and the NCE’s objectives – does it reflect the current business policy and environment and is it aligned with the business strategy? Documents showing the program owners/accountable authority/responsible minister, have agreed the scope of the program and its alignment with policy objectives, entity strategy and/or change priorities, e.g.: NPP / cabinet submission, endorsed by the responsible minister and accountable authority. Business case/s, including ICT Investment Approval/two stage approval business cases. Where there are significant changes in policy priorities, in stakeholders’ views, or the key objectives: details of a reappraisal of the program. 1.5 Is there a continuing need for the program? The desired outcomes of the program remain aligned to the entity strategy. Continuing commitment from stakeholders demonstrated. Confirmation that the program is organised to deliver the outcomes as needed. The program brief or program business case has been updated and remains valid. 1.6 Have other delivery options been considered? An analysis of delivery options.