- Foreword and Introduction
- 1: Putting projects in context
- 2: Entity arrangements
- 2.1 Strategic alignment
- 2.2 People and culture
- 2.3 Effective governance
- 2.4 Common APS Requirements
- Summary for entity arrangements
- 3: Individual project proposals
- 3.1 Clarifying the concept
- 3.2 The business case
- 3.3 Approving the project
- Summary for individual projects
- 4: Project implementation
- Appendices
- Quick reference card
PDF version of guide [3.0MB]
PDF of Quick reference card [0.3MB]
Tips for PDF and HTML versions [0.5MB]
Word version of checklists [0.1MB]
Foreword
The successful delivery of government programs requires the projects that underpin their implementation to be well-managed from the point of inception through to full implementation.
This Guide focuses on the key issues that will assist senior executives in the planning and approval of such projects.
The increasing expectation by governments and the community that the public sector will provide services in a more integrated and efficient manner means that the success of program delivery and business projects will continue to be a high priority for many senior executives.
For such projects to be successful, public sector entities1 need to ensure that:
- individual project objectives are aligned with the goals of government and the entity;
- good governance arrangements are in place;
- the right people are assigned to oversee and approve projects; and
- there is compliance with legislative and government requirements.
Senior executives responsible for the approval or oversight of projects have a pivotal role in ensuring that:
- individual project objectives and service delivery strategies reflect the requirements of key stakeholders, including Ministers;
- expected project benefits are realistic and achievable and are based on fully tested assumptions;
- project risks are identified and managed appropriately; and
- arrangements are in place for the effective oversight of each project's implementation, and subsequent evaluation.
Senior executives are also increasingly required to look beyond entity boundaries for opportunities to partner with, and take advantage of, developments occurring in other entities and jurisdictions, as well as the private sector.
Proposed project solutions are also expected to support governments' commitment to better meeting the needs and expectations of citizens.
This Guide has been prepared as a reference document to assist those senior executives who are responsible for the planning, approval and subsequent implementation of projects. The Guide is also likely to assist those staff who are involved in supporting senior executives to meet these responsibilities.
The Guide provides insights and better practices that are supplemented by check lists and examples that we encourage senior executives to use when they oversight projects that are underpinned by a significant ICT component.
The Guide has benefited from input and feedback from a range of entities and individuals and I wish to thank all those involved for their contribution.
Ian McPhee
Auditor-General
June 2010
1: In this Guide, the term entities applies to all organisations subject to the Financial Management and Accountability Act 1997 (FMA Act) and the Commonwealth Authorities and Companies Act 1997 (CAC Act).
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