2.6 Are the entity and supplier The proposed supplier’s development and • prepared for the implementation plans are included in the bid and development (where there presented to the appropriate entity endorsement are new systems and and governance bodies/committees. processes), implementation, The entity’s implementation plan is agreed by • transition and of users and other internal/external stakeholders. any new services? 2.7 Are there plans and A strategy for managing change is agreed by all • processes to address future parties, including the supplier. issues, both business and technical? 2.8 Is there clear allocation and Responsibilities defined and allocated among the • understanding of entity officials, the supplier organisation and responsibilities between all personnel. parties, in addition to any For cross-portfolio projects, a Memorandum of • contractual obligations? Understanding (or equivalent), defining responsibilities, relationships and interaction between entities. Documentation identifying internal relationships • and interactions (describing does what’) with ‘who the supplier. A statement from the supplier outlining reciprocal • arrangements, including senior management roles. If a single supplier, a description of how the project • management team will manage the supply chain. If multiple suppliers, details of how the entity will • manage the interaction. Documentation confirming that the entity and • supply team will work together as an integrated project team. A documented exit strategy exists. • 2.9 Are resources available for A plan for implementing the new contract, • the supplier to fulfil its identifying the quantity, type and quality of obligations within the resources required. contract? Formal management acceptance of resource • requirements. 2.10 Have the technical Documentation demonstrating that the proposal is • implications been assessed? technically acceptable and has considered relevant implications such as sustainability and legacy systems etc. 2.11 Does the project have Plans for building client capability, with nominated • resources with the staff allocated to the major roles appropriate skills and Confirmation of internal and external commitment • experience to achieve the to provide the resources required. intended outcomes of the Job descriptions for key project investment? • A skills appraisal undertaken, with plans for • addressing shortfalls, if any. 2.12 Is the proposed procurement Documentation confirming that required financial • within financial approvals and approvals exist. is adequate budget to Documentation detailing the required budget and • accommodate the timing of milestone payments, referring to the procurement? relevant budget measure(s). 3. Review of Current Phase Areas to probe Evidence expected
2.6 Are the entity and supplier prepared for the development (where there are new systems and processes), implementation, transition and of any new services? • The proposed supplier’s development and implementation plans are included in the bid and presented to the appropriate entity endorsement and governance bodies/committees. • The entity’s implementation plan is agreed by users and other internal/external stakeholders. 2.7 Are there plans and processes to address future issues, both business and technical? • A strategy for managing change is agreed by all parties, including the supplier. 2.8 Is there clear allocation and understanding of responsibilities between all parties, in addition to any contractual obligations? • Responsibilities defined and allocated among the entity officials, the supplier organisation and personnel. • For cross-portfolio projects, a Memorandum of Understanding (or equivalent), defining responsibilities, relationships and interaction between entities. • Documentation identifying internal relationships and interactions (describing ‘who does what’) with the supplier. • A statement from the supplier outlining reciprocal arrangements, including senior management roles. • If a single supplier, a description of how the project management team will manage the supply chain. • If multiple suppliers, details of how the entity will manage the interaction. • Documentation confirming that the entity and supply team will work together as an integrated project team. • A documented exit strategy exists. 2.9 Are resources available for the supplier to fulfil its obligations within the contract? • A plan for implementing the new contract, identifying the quantity, type and quality of resources required. • Formal management acceptance of resource requirements. 2.10 Have the technical implications been assessed? • Documentation demonstrating that the proposal is technically acceptable and has considered relevant implications such as sustainability and legacy systems etc. 2.11 Does the project have resources with the appropriate skills and experience to achieve the intended outcomes of the investment? • Plans for building client capability, with nominated staff allocated to the major roles • Confirmation of internal and external commitment to provide the resources required. • Job descriptions for key project • A skills appraisal undertaken, with plans for addressing shortfalls, if any. 2.12 Is the proposed procurement within financial approvals and is adequate budget to accommodate the procurement? • Documentation confirming that required financial approvals exist. • Documentation detailing the required budget and timing of milestone payments, referring to the relevant budget measure(s). 3. Review of Current Phase Areas to probe Evidence expected
RMG-105-assurance-reviews-process.docx