to probe Evidence expected 1.1 Is the project innovative in planning New approaches have been explored and • to succeed? existing systems challenged. Confirmation that the project is structured to • responsiveness and flexibility in achieving outcomes. 1.2 Is there a clear understanding of the A description of the project policy drivers and • required outcomes of the project outcomes and how they contribute to the and are they soundly based? business strategy and objectives . An outline of the required outcomes, benefits • derived and their relationship to outputs. Confirmation that the way forward is likely to • achieve the required outcomes, the expected benefits and the business changes and enablers required for the anticipated benefits. 1.3 Does the project demonstrate a clear An analysis which shows the relationship • link with wider government between the project and major government objectives? policies and objectives. A demonstrated link between strategic • objectives and outcomes and the deliverables of the project. 1.4 Is the business strategy to which this A clear direction set out in the business • project contributes robust? strategy, which is approved by all key stakeholders. 1.5 Does the project, programme or For projects, programmes or • policy require new governance policy, confirmation that all parties involved arrangements e.g. cross-portfolios know how they are engaged in the project and are committed to its delivery Clear governance arrangements to ensure • sustainable alignment with the business objectives of all organisations involved. 1.6 Does the project align with Documented links between the proposed • government policy and initiatives, the project and the entity’s policy, environment and broad environment of the entity and strategy. the entity’s strategic objectives? 1.7 Is the governance framework fit for Documented commitment from top • the purpose? Is commitment to management and, where appropriate, key roles and responsibilities for this minister(s) and a clear understanding of their project? continuing roles in achieving successful outcomes. Clear allocation of key roles of responsible • minister, SRO, and project managers. Confirmation that all parties understand their • roles in the project and are committed to the delivery of the project. 1.8 Are the required skills and Confirmation that the entity has brought • capabilities for this project available, together (or has credible plans for bringing taking into account the entity’s together) the skills and capabilities it needs to current commitments and capacity to plan and achieve the desired outcomes. deliver? Confirmation that the entity is realistic • the complexity of the project deliverables and how they can be managed. Documentation of allocation to individual • officials of key roles within the project .
to probe Evidence expected 1.1 Is the project innovative in planning to succeed? • New approaches have been explored and existing systems challenged. • Confirmation that the project is structured to responsiveness and flexibility in achieving outcomes. 1.2 Is there a clear understanding of the required outcomes of the project and are they soundly based? • A description of the project policy drivers and outcomes and how they contribute to the business strategy and objectives . • An outline of the required outcomes, benefits derived and their relationship to outputs. • Confirmation that the way forward is likely to achieve the required outcomes, the expected benefits and the business changes and enablers required for the anticipated benefits. 1.3 Does the project demonstrate a clear link with wider government objectives? • An analysis which shows the relationship between the project and major government policies and objectives. • A demonstrated link between strategic objectives and outcomes and the deliverables of the project. 1.4 Is the business strategy to which this project contributes robust? • A clear direction set out in the business strategy, which is approved by all key stakeholders. 1.5 Does the project, programme or policy require new governance arrangements e.g. cross-portfolios • For projects, programmes or policy, confirmation that all parties involved know how they are engaged in the project and are committed to its delivery • Clear governance arrangements to ensure sustainable alignment with the business objectives of all organisations involved. 1.6 Does the project align with government policy and initiatives, the broad environment of the entity and the entity’s strategic objectives? • Documented links between the proposed project and the entity’s policy, environment and strategy. 1.7 Is the governance framework fit for the purpose? Is commitment to key roles and responsibilities for this project? • Documented commitment from top management and, where appropriate, minister(s) and a clear understanding of their continuing roles in achieving successful outcomes. • Clear allocation of key roles of responsible minister, SRO, and project managers. • Confirmation that all parties understand their roles in the project and are committed to the delivery of the project. 1.8 Are the required skills and capabilities for this project available, taking into account the entity’s current commitments and capacity to deliver? • Confirmation that the entity has brought together (or has credible plans for bringing together) the skills and capabilities it needs to plan and achieve the desired outcomes. • Confirmation that the entity is realistic the complexity of the project deliverables and how they can be managed. • Documentation of allocation to individual officials of key roles within the project .
RMG-106-guidance-assurance-reviews-process.docx