4 Accountability for the delivery
of major projects and programmes
16. We know that there are weaknesses in personal
responsibility and accountability for major projects due to the
high turnover of Senior Responsible Owners.[27]
There is also insufficient project management expertise across
government which damages accountability over major projects and
has led to cost overruns and delays.[28]
This culture weakens accountability to Parliament.
17. We heard that the Cabinet Office's Efficiency
and Reform Group is leading the work to improve professional project
management skills and provide a high degree of personal oversight
to major projects.[29]
The Cabinet Office expects this to lead to improved management
of complex projects and development of departments' project management
expertise.[30] We recognise
some of the barriers to be overcome, including retaining good
Senior Responsible Owners.[31]
We heard that the private sector is subject to the same pressures
and may have useful insights to share.[32]
We would also expect that at a project level, Senior Responsible
Owners should have the authority to take decisions and should
be held accountable to Parliament, alongside the departmental
Accounting Officer, for delivering projects within an agreed budget
and in the time agreed.[33]
27 Qq 4-5, 33 Back
28
Qq 83, 88 Back
29
Q 88 Back
30
Q 83 Back
31
Q 87 Back
32
Q 10 Back
33
Qq 4, 8 Back
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