3.22 The rate of change in the Department accelerated during 1997-98, partly in response to programmes and policies introduced by the new Government, and partly as a result of the Department's own initiatives to improve its infrastructure and working methods. This put pressure on processes such as project management and required an increase in staff numbers and skills to manage and deliver the work involved.
3.23 In Business Development the average number of projects in progress during 1997-98 increased from one or two to over 20, and staff increased from 20 to 50. Staff numbers in the Project Management Unit increased from 67 in April 1998 to 98 by March 1999, and by November 1999,103 staff were employed. Divisional managers told us that the Division's structure of devolved and empowered management, and the structured planning and staff development processes helped them respond successfully to the demands of the Department's change programme.
3.24 The Information Technology Technical Consultancy Unit had also been affected by the increase in workload. The original aim of the Unit was to work primarily at the strategic level, developing the information technology strategy and reviewing EDS proposals in the light of the strategy. Over time, it has become more involved in the detail of projects. In view of the potential impact of strategic information technology issues on value for money, it is important that the Department strikes the right balance between increasing involvement at the tactical level and its key strategic work.