2.1 There are two dimensions to measuring success in a project: whether the project was delivered on time, to budget and to scope; and whether the project achieved its objectives, usually expressed as benefits. Departments do not report against these measures consistently. Where departments measure performance, they generally emphasise how efficiently they delivered the output to time and cost and even then this is problematic as performance is often measured against early estimates, which are not robust and based on an incomplete understanding of the scope of the project. Departments often overlook whether the project has realised the intended benefits.
2.2 In terms of the information that is available, the Major Projects Authority (the Authority, now the Infrastructure and Projects Authority) publishes an annual snapshot of project delivery across the Government's Major Projects Portfolio (the Portfolio) alongside its annual report, which is based on data provided by departments. The annual report provides an overview of the Authority's work and some high-level findings on project performance, focusing mainly on delivery confidence. In accordance with the Cabinet Office's transparency policy, the data are published at least 6 months in arrears.6 Departments are permitted to exempt data from publication under exceptional circumstances, such as in the interests of national security or commercial confidentiality. Departments provide a significant amount of data to the Authority that is not reported on in its annual reports in accordance with the transparency policy.
2.3 The extent to which departments collect additional data on their projects beyond what the Authority requires depends on how significant project delivery is to their business and the scope of their portfolio management. Most departments now have a central programme team or portfolio office function that monitors performance and progress of its priority projects and reports to senior management. Some are managing risk and interdependencies across the portfolio and some are linked in to departmental investment committees. Capability matters and development of the project management profession are typically managed by other teams. We spoke to 14 departments about their portfolios and 10 monitored the whole-life costs of their projects. The Department for Education was awaiting the Spending Review before confirming the content of its portfolio and the Department for Communities and Local Government does not currently operate on a portfolio basis.
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6 Cabinet Office, Transparency policy on the Government's Major Projects Portfolio (GMPP) and guidance for departments on exemptions, May 2013, available at: www.gov.uk/government/uploads/system/uploads/attachment_data/file/203091/Transparency_policy_and_exemptions_guidance_text_for_publication_230513.pdf