Project-level performance is primarily concerned with the service outcomes delivered by the project. It can be influenced by:
• private party's service delivery performance;
• government party actions; and
• other external factors.
If the project is not performing according to expectations, the contract director's report should include analysis of potential corrective actions that can be taken.
The following table outlines the key issues that may need to be addressed in developing the contract director's reporting regime on project level performance.
Issues to be considered | Tools or processes |
What are the project objectives? What are the core products/services being delivered? Who are the customers? Is the project achieving its objectives? Are the services being provided according to the output specification? Does the service represent continuing value for money? Is there a need to change the output specification? What security is there for the government party? Does the structure cut the government party out if things go wrong, and can the government party 'walk away' if things go wrong? Does the structure allow the government party to step in if things go wrong? | The project business case, Investment logic map and Benefit Management Plan - these documents well set out the expected service outcomes of the project Flow charts - to fully understand a project, it may be helpful to analyse it in terms of inputs and outputs, and the relationships between them; it may be useful to create flow charts Risk register - regular monitoring and updating of the risk register for the project Performance monitoring - monitoring of performance against the key performance indicators (KPIs) |