An updated risk management plan and issue register/ log. 5.3 Are any major issues Exception reporting from regular client/ provider progress with the current contract meetings. that could affect the approach to retendering Reports from contract and service management functions. the service? Factors to An exit strategy and details of handover arrangements. consider include: the of services—could the provider cope with the range of services provided or were there significant weaknesses? the flexibility of the contract— how adaptable was the relationship to both foreseen and unexpected changes in the nature and level of demand? clients’ reaction and adjustment to outsourcing—how well did users adapt to services provided by a third party? Was management confident that the provider could be relied on to provide the service? Is the organisation now ready for a greater dependence on outsourcing? an exit strategy—will the retendering be straightforward or is there a danger the client is now in’? Have agreements been ‘locked made to ensure the handover is as smooth as possible? the benefits and costs of delivering the service through alternative delivery models (e.g., using sourcing) 6. Review of organisational learning and maturity targets to probe Evidence expected A mechanism for capturing and recording the initial data. 6.1 Does the entity have a An internal evaluation of lessons learnt. well-defined and effective Mechanisms and policy for making information available process implemented for within and outside the organisation. identifying lessons learnt from the project, A process for providing feedback to entity project teams. embedding them internally Relevant feedback is considered in the context of the business and sharing them across case. government? Entity staff participation in knowledge-sharing forums. Confirmation from a formal review that is conducted at project 6.2 Has there been a review of closure. how well the project was managed? Incentives for suppliers to improve project delivery 6.3 Are suppliers encouraged A commitment to long-term relationships with integrated to learn from experience? project teams exists.
5.3 Are any major issues with the current contract that could affect the approach to retendering the service? Factors to consider include: the of services—could the provider cope with the range of services provided or were there significant weaknesses? the flexibility of the contract— how adaptable was the relationship to both foreseen and unexpected changes in the nature and level of demand? clients’ reaction and adjustment to outsourcing—how well did users adapt to services provided by a third party? Was management confident that the provider could be relied on to provide the service? Is the organisation now ready for a greater dependence on outsourcing? an exit strategy—will the retendering be straightforward or is there a danger the client is now ‘locked in’? Have agreements been made to ensure the handover is as smooth as possible? the benefits and costs of delivering the service through alternative delivery models (e.g., using sourcing) An updated risk management plan and issue register/ log. Exception reporting from regular client/ provider progress meetings. Reports from contract and service management functions. An exit strategy and details of handover arrangements. 6. Review of organisational learning and maturity targets to probe Evidence expected 6.1 Does the entity have a well-defined and effective process implemented for identifying lessons learnt from the project, embedding them internally and sharing them across government? A mechanism for capturing and recording the initial data. An internal evaluation of lessons learnt. Mechanisms and policy for making information available within and outside the organisation. A process for providing feedback to entity project teams. Relevant feedback is considered in the context of the business case. Entity staff participation in knowledge-sharing forums. 6.2 Has there been a review of how well the project was managed? Confirmation from a formal review that is conducted at project closure. 6.3 Are suppliers encouraged to learn from experience? Incentives for suppliers to improve project delivery A commitment to long-term relationships with integrated project teams exists.
RMG-106R.docx