3.14 In the 2009-10 MPR, the ANAO reported that the control environment of each examined project differed, due to the large range of corporate and project management IT applications being employed by the different project offices. During the 2010-11 review, the same observations apply across the 28 Major Projects. This has again resulted in an inconsistency between the information produced by each of the project's IT systems (i.e. risk management, financial management, and document management systems) and highlights an issue for the DMO in ensuring reliable and consistent information to properly inform project management and decision making in relation to Major Projects.
3.15 Since the inception of Phase 1 and 2 of the 'As Is System Mapping Project' (which commenced in 2006), the DMO has been rationalising its business systems. The number of business systems was identified (and recently expanded to include spreadsheets and databases) and mapped against various business processes within the DMO's business model (i.e. contract and procurement, finance, human resources, acquisition, risk management, industry engagement, etc). The ANAO observed in the 2009-10 MPR that the DMO's focus was on the finance domain, however the DMO has advised that limited progress has been made overall towards rationalisation, and that further ownership and guidance would be required within the organisation in order to achieve the desired outcome.
3.16 To address this issue the Chief Financial Officer of the DMO has established a Financial Systems Governance Board and Finance Information Management Improvement Program with the purpose of facilitating and managing the development, coordination, standardisation and, where appropriate, integration of the DMO's finance system requirements.
3.17 In 2011-12, DMO's business systems will again be a focus of the ANAO's review.