D7 Managing Corporate Projects and Programmes

Background

Corporate projects and programmes are those normally related to internal organisational and system changes, often involving significant IT system development or procurement, or to service related contract renewals (e.g. travel contracts), property related construction or refurbishment work etc. These projects and programmes are subject to different controls and processes than those covering development related activities.

Typically, where corporate change projects and programmes involve significant procurement or generation of new assets they will be funded from administration capital costs rather than development programme costs.

Compliance Tasks

1. A Senior Responsible Owner (SRO) must be identified for each project. The SRO will ensure an appropriate and representative governance structure is in place for the project.

Task assigned to: Project Staff

2. A business case must be produced which should include: justification for the proposed investment, benefits, cost, timescale, investment appraisal (cost/benefit analysis) and risk assessment.

Task assigned to: Project Staff

3. Agreement to proceed with any corporate project or programme must be obtained from the DFID corporate projects board - presently the "Catalyst" Programme Board, or Catalyst Small Projects Board.

Task assigned to: Project Staff

4. An appropriate methodology must be used throughout the life of the project - PRINCE 2 and/or Information Systems Development Method (ISDM). Projects will report to their Boards at regular intervals as well as report to the DFID corporate projects board.

Task assigned to: Project Staff

Risks of non-compliance

• Time, budget and quality requirements not met
• Inappropriate use of public funds
• Reputational risk
• Contracting with the wrong supplier
• National Audit Office criticism
• Organisational impact.

Associated learning and skills

Senior Responsible Owner (SRO) briefing