We have reported regularly on overambitious projects which have not met policy aspirations.12 Our reports show that departments commonly embark on projects without developing a rigorous understanding of the feasibility of delivery and without a robust process to enable evaluation of the pros and cons of alternative solutions. Alternative ways of achieving the outcome are ruled out too early13 and the focus is too often on delivering an output quickly.
Public bodies need to understand, at a strategic level, their appetite for risk on individual projects or across their portfolio of projects.14 Understanding the risks associated with alternative options is of equal importance.15 Piloting is an important way of evaluating options early to avoid waste, but it is only effective if well designed and if departments are willing to learn from the results.16
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12 Failure of the Fire Control Project (HC 1272, 2010-12), The Administration of the Single Payment Scheme by the Rural Payments Agency (HC 10, 2007-08, HC 880, 2008-09 and HC 1631, 2005-06).
13 Procurement of the M25 Private Finance Contract (HC 566, 2010-11).
14 Home Office Management of Major Projects (HC 489, 2009-10).
15 Delivering Multi-Role Tanker Aircraft Capability (HC 433, 2009-10).
16 Support to Incapacity Claimants through Pathways to Work (HC 21, 2010-11).