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Key better practice summary

The following better practices focus on specific elements of entity management that have a direct bearing on the effectiveness of project planning and approval. They are not an exhaustive list of management and entity planning practices. This Guide assumes a basic level of corporate and business planning is in place.

Note: the following checklists are also available in word format

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2.1 Promoting strategic alignment

The entity promotes understanding in executives and staff of the practical implications of the entity’s business strategy, which informs the development of project proposals. (page 12)

Relevant corporate goals have tangible indicators, which allow the potential contribution of projects to be clearly established. (page 13)

Senior executives understand the key elements of the entity’s ICT strategy and architecture. (page 14)

The entity promotes an understanding by executives of government-wide ICT and program delivery policies and the implications for the entity. (page 16)

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2.2 Having the right people and culture

There is a pool of executives with strong aptitude for oversight of projects, including those with significant ICT components. (page 17)

Entity executives foster a culture of mature engagement with risk: candid identification, effective mitigation or responsible acceptance, and regular monitoring. (page 18)

The entity has the culture and arrangements to deal effectively with the inherent uncertainty of project estimates at the early stage of planning. (page 20)

The entity has a sufficient pool of people with the skills to effectively plan and assess the feasibility of projects. (page 20)

Entity staff involved in project planning have a shared understanding of the concepts used to define projects, such as project deliverables and products, scope, business outcomes, and long-term benefits. (page 21)

The entity culture is open to independent assurance at key project stages, and there is practical support for such activities. (page 22)

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2.3 Having effective governance arrangements

Committees and processes are designed to give all elements of a project proposal competent review, with a clear definition of advisory and decision-making roles. (page 23)

There is sufficiently broad representation in planning and approval processes. (page 27)

There is an effective approach for the screening and prioritising of project proposals, which is understood by those preparing project proposals. (page 28)

There are accountability mechanisms for cross business unit and cross entity projects. (page 32)

There are mechanisms, where relevant, for managing programs of projects. (page 33)

There are accountability mechanisms for delivery of the products of the project. (page 34)

There are accountability mechanisms for achieving business outcomes expected from the use of the products of the project. (page 34)

Key project roles have powers appropriate to their responsibilities. (page 35)

The entity has allocated responsibility for stewardship of its own and shared data. (page 35)

Financial management arrangements and systems provide sound support for estimating and reporting the costs and benefits of projects. (page 36)

There are arrangements for the effective monitoring and reporting of projects. (page 37)

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2.4 Addressing common administrative requirements

There are established entity arrangements to provide procurement advice to those preparing project proposals. (page 38)

There are established entity arrangements for identifying and managing potential conflicts of interest in decision-making and in advice provided. (page 39)

There are arrangements for appropriate recordkeeping, including recording the scope of the project approved, of any caveats to the approval, who gave the approval, and any subsequent approvals of variations. (page 40)

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