Independent Assurance: Programme: Cladding Remediation Project Assessment Review (PAR)

Annex E: Scottish Government Project Delivery Principles

1) Alignment

We align our programmes and projects to corporate priorities to ensure we deliver for the people of Scotland.

Recommendations related to alignment to vision, strategy and policy.

2) Leadership

We lead from the start by clearly communicating the vision, agreeing approaches, providing resource, collaborating across teams and setting a delivery culture.

Recommendations related to that are aimed at the clarity of what success looks like; leadership and the necessary culture to ensure success.

3) Justification / BC

We secure a mandate for our work and ensure an ongoing justification is made by the benefits for the cost, or, stop any unjustified work.

Recommendations relate to the purpose, objectives and ongoing justification for the work

4) Sustainability

We understand our impacts on people place and value and ensure whole life value and whole life cost are central to decision making.

Recommendations related to the end-to-end procurement process including: Procurement strategy and planning, Approaches to the market, Contract negotiation and Contract management.

Recommendations related to financial planning, organising, directing and controlling of financial activities.

5) Knowledge & Data

We ensure our projects are learning organisations from day one, we seek and use information & data for the benefit of our work.

Recommendations related to the process of capturing, developing, sharing, and effectively using organisational knowledge. It includes sharing knowledge and experiences or lessons.

6) Flexibility & Capability

Our multidiscipline teams contain flexible and skilled people who focus on required identified capabilities and outcomes, not positions.

Recommendations related to all aspects of the identification, supply, optimisation, prioritisation and maintenance of resources and appropriate skills.

7) Roles and Responsibilities

We assign and delegate roles and responsibilities within our projects flowing from the SRO’s appointment letter/delegation/mandate

Recommendations related to the oversight, structure and decision making of a project/ programme. This theme also includes recommendations relating to alignment with pan-government priorities, strategies and controls.

8) Stakeholders

We identify, assess and then manage our stakeholders to leverage maximum chance of success.

Recommendations related to relationships with all parties with an interest in the outcome of the project/programme, whether internal to the agency, internal to government or external.

9) Benefits

We start with the end in mind, formally focussing on the intended outcomes of our investment.

Recommendations related to the identification, ownership, measurement and realisation of benefits and dis-benefits. Benefits can be either financial or non-financial

10) Planning

We consider all aspects of our projects and continuously plan; managing dependencies, agreeing and refining evidence-based assumptions and reporting on progress against milestones throughout.

Recommendations related to all aspects of project, programme and portfolio management, but excludes recommendations on Risk, Issues and Dependency Management

11) Risk

We identify, communicate and act upon the threats or opportunities to and for our outcomes.

Recommendations related to the identification, analysis, impact assessment, response and the on-going review and management of Risks, Issues and Dependencies (i.e. outputs that are required by a project to succeed, but which will be delivered by parties not under the direct control of the project).

12) Transition

We provide focus and resource to understand the end needs from the supplier side and a commitment and capability to learn, manage and own the benefits/outcomes from the customer side.

Recommendations related to the Management of Business Change – all the work required with and in the business and with the customer to make ready for the initiative, in terms of changes to business processes including: business continuity planning, changes to work processes and resourcing, changes to organisational structures and staffing to support transformational or process changes to business delivery to ensure a smooth transition to BAU

13) Other

To be used only when one of the Principles does not apply.