2.10 DMO governance over acquisition processes is guided by policies and procedures that are regularly updated to support developments in project management and DMO's own experience. Projects are assigned to project offices that have the responsibility to manage the acquisition process. A range of different systems and processes provide support to the project offices and allow for centralised reporting of key project information. The PDSSs are then populated from information compiled by the responsible project offices.
2.11 The ANAO's review of the PDSSs has drawn attention to four particular areas in relation to the accuracy and completeness of the PDSSs:
• due to the early stage of development of the ERMF and the level of assurance able to be provided, the data included within the tables of major risks and issues in the PDSSs have not been included in the scope of our review;
• further consideration of the risk of misstatement of prospective information has resulted in this area of the PDSSs also being excluded from the scope of the review, as sufficient assurance is as yet unable to be provided;
• review of reporting of prime contract price and prime contract progress payments in base date dollars, which was subject to qualification in the 2007-08 MPR due to uncertainties as a result of systems limitations, has resulted in this issue being resolved for only four of the 15 projects in the report; and
• the JCPAA has requested that the DMO provide further information for the 2009-10 MPR, including 'total project costs'.