Accountability for public money - Public Accounts Committee Contents


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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© Parliamentary copyright 2011
Prepared 5 April 2011