2.30 There is no formal system to capture, analyse and share assurance output and insights from individual projects. Disseminating lessons across the portfolio depends on informal contact between the Authority and department staff. Without a systematic approach, the Authority could miss cross-cutting trends, lessons and examples of good practice.
2.31 The Authority is not using its catalogue of assurance reviews as a substantial resource of project delivery lessons, some of which will be relevant for other government projects. Despite our recommendation in 2010, assurance reports do not yet have sections that summarise key lessons with wider applicability and there is no easy way for review teams to access previous lessons.14 A formal means for sharing lessons is still required. Project teams told us that they would value the Authority analysing project characteristics and providing advice on relevant projects to contact and learn from.
2.32 The Authority intends to analyse the characteristics of successful projects over the next year. It is seeking to establish and promote what departments need to do to set up successful projects, including focusing on objectives, budgeting, timelines, governance and taking a holistic approach to financial and project risk.
2.33 There is also no formal mechanism to identify and escalate issues on the performance of the assurance system itself, which we would expect to see in a fully mature system. We were told that issues can be raised but how these are captured and dealt with is not clear. This inhibits the opportunity to continuously improve the system and make it more effective.
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14 National Audit Office, Assurance for high risk projects, June 2010.