1 We formed our conclusions based on findings from our analysis of evidence reviewed between June and October 2015. Our audit approach is at Appendix One. Our study focused on major project delivery and reporting across government and covers the bodies involved.
2 We assessed the challenge in delivering projects in government.
• We carried out an analysis of data provided by departments and HM Treasury's capital spend data for the public sector as a whole to understand the value of projects outside the Government Major Projects Portfolio (the Portfolio).
• We drew on Infrastructure UK's national infrastructure pipeline to identify the types of projects not included in the Portfolio.
• We analysed departments' June 2015 submissions to the Major Projects Authority (the Authority) to identify the type, number and whole-life cost of projects in the Portfolio by department.
• We discussed the challenges of project delivery with senior responsible owners, and project delivery heads of the profession, other stakeholders in central government and other project delivery professionals, and reviewed recent relevant literature on project delivery in the public and private sectors.
3 We assessed recent performance.
• We drew on our past work, for example our report on Major Projects Authority Annual Report 2013-14.
• We analysed the data the Authority used to support its three annual reports in 2013, 2014 and 2015 and the departments' most recent submission to the Authority in June 2015. We used the data to understand:
• how the Portfolio's whole-life costs changed over time and the underlying reasons for the change;
• how the Portfolio's delivery confidence ratings changed over time; and
• the benefits data submitted by departments to the Authority.
4 We assessed changes to improve performance.
• We analysed the Authority's data on senior responsible owner turnover for the projects listed on the Portfolio between 2012 and 2014.
• We carried out a document review of publicly available information including the Civil Service Reform Plan to understand the initiatives taking place across government to improve capability.
• We analysed our past reports to identify departments' responses to the
Authority's assurance review recommendations.
• We analysed the Authority's data on senior responsible owners and project directors of projects in the Portfolio and whether they have attended the Major Projects Leadership Academy and the Project Leadership Programme.
5 To assess recent performance and changes to improve performance:
• we carried out semi-structured interviews with 14 government departments. This involved talking to: senior responsible owners; heads of profession; and the individuals in the department responsible for liaising with the Authority. The topics covered included: portfolio management; project delivery capability; challenges in delivering projects in government; and the support received from the Authority to improve project performance; and
• we carried out semi-structured interviews with officials at the Authority, the Government Digital Service and HM Treasury to understand their responsibilities in relation to major projects, what progress had been made on initiatives to improve performance and capability across government and how they worked together.