How to improve public sector IT programmes with five simple interventions
Last year, the Infrastructure and Projects Authority’s Annual Report showed that two thirds of major ICT programmes delivered by government departments and public bodies were distressed or failing (Amber or Red status). Most of these would likely go on to be delayed and exceed their budgets.
The government’s transformation portfolio includes many vital projects that promise nearly £59 billion in benefits. Therefore, any delays are of national importance at a stage that public finances are under significant pressure. The need to improve programme delivery is stronger than ever.
Over the years, the delivery of IT programmes has improved enormously as leaders and professionals have adopted standardised ways of delivery, brought in qualified project managers, and adopted new ways of working, such as agile.
However, at the same time, technology solutions have increased in complexity and business expectations are higher. Within this landscape, we see a trend of specific programme disciplines being overlooked that could significantly improve programme delivery.
We believe that a clearer focus on the following areas exponentially increases the value of the programme. These suggestions are in addition to best practice elements on risk and issues management, planning, dependencies management, and so on.
1. Define the programme’s objectives
Good programme definitions are essential for achieving your strategic business goals. To do that, you need to be clear about your scope, objectives, and priorities on only those things that will deliver the value you need and at the time they are expected. Too often, agile delivery is used as an excuse for not agreeing scope and success criteria. A critical step is to ensure that these are all agreed and are realistic from lower-to higher stakeholders, with the right people involved at each level. You should also review them on a regular basis as the programme context shifts.
2. Ensure that your programme delivers value for every release, not just the first
One of the most overlooked programme disciplines is requirements management or, in other words, the definition of the “problem to solve”. An objective-driven approach to requirements will not only help ensure a quality output but also alignment with these expectations. Ensuring business requirements are translated in technology enablers, agreed with the business owners (or product owners), and reviewed regularly will lead to better results.
3. Control the technology choices and delivery risks
It’s all too easy to have technologists design something that doesn’t relate back to a business architecture or the operating model. Digital and business alignment is essential throughout the delivery of the programme if you’re going to realise your strategic objectives and benefits. Using prototypes and MVPs ensure that the business can assess the suitability and value of the technical solution early on and in the future. You can do this by adopting an agile way of working and adhere to GDS’s proposed ways of working.
4. Embed realistic budget and costs management
If your programme isn’t using actual cost and delivery metrics to inform forecasts, you’re missing an opportunity to minimise delivery risks and business benefits. We’ve all seen the project that has spent 80% of its first quarter budget but only delivered 50% of the tasks/deliverables. Finance would declare this under budget rather than overspent and with a major timeline challenge. Close budget management whilst taking into account your delivery velocity and forecasts will keep the budget in green.
5. Understand the data needed to successfully deliver your programme
You must recognise what data is vital and meet the regulatory, security, and compliance obligations like GDPR. Understanding and defining the programme’s data model is an important architectural and business decision your programme will have to make. This will allow you to sweep any potential solution with an arsenal of pre-defined considerations that have been outlined from day one. Robust application of these programme disciplines will produce significant improvements across your project delivery, and ultimately result in success that delivers the value and benefits expected.
In a nutshell
Successful IT programme delivery requires a number of contributing factors. Starting with the right method / approach, striking the right balance between technology and business, and carefully managing core programme elements such as its objectives, requirements, budgets, and data will all set your organisation on the road to success.
Heather Cover-Kus
Heather is Head of Central Government Programme at techUK, working to represent the supplier community of tech products and services to Central Government.
Ellie Huckle
Ellie joined techUK in March 2018 as a Programme Assistant to the Public Sector team and now works as a Programme Manager for the Central Government Programme.
Annie Collings
Annie is the Programme Manager for Cyber Resilience at techUK. She first joined as the Programme Manager for Cyber Security and Central Government in September 2023.
Austin Earl
Austin joined techUK’s Central Government team in March 2024 to launch a workstream within Education and EdTech.
Ella Gago-Brookes
Ella joined techUK in November 2023 as a Markets Team Assistant, supporting the Justice and Emergency Services, Central Government and Financial Services Programmes.
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