Victorian Auditor-General's Office

4 Doing ICT projects better

At a glance

Background

The purpose of this Part is to restate some practices that may assist in the delivery of successful information and communications technology (ICT) projects by public sector agencies and entities.

Conclusion

The challenges faced by agencies included in this audit are not unique. There is opportunity to learn from the experience of other similarly situated agencies, as well as better practice documentation, in an attempt to plan and implement effective ICT projects.

3 Governance and benefits realisation

At a glance

Background

Appropriate governance arrangements play an important role in the effective implementation of ICT projects and their ability to deliver intended benefits.

Conclusion

By themselves, the defined governance arrangements in the six examined ICT projects could not guarantee successful implementation. The involvement of senior management in actively engaging with the vendor, particularly when there are vendor performance concerns, is critical to project implementation.

2 Project cost and time

At a glance

Background

VAGO's 2015 audit Digital Dashboard: Status Review of ICT Projects and Initiatives – Phase 1 found that nearly 35 per cent of Victorian Government information and communications technology (ICT) projects went over budget, while some 50 per cent were completed after their initially planned completion dates.

1 Background

1.1 Introduction

Information and communications technology (ICT) has become integral to how governments manage information and deliver services. This steadily increasing reliance on ICT is reflected in the Victorian Government's significant $3 billion annual ICT investment across the public sector, as reported by VAGO in its April 2015 report Digital Dashboard: Status Review of ICT Projects and Initiatives – Phase 1

Appendix C. Audit Act 1994 section 16—submissions and comments

Introduction

In accordance with section 16(3) of the Audit Act 1994, a copy of this report, or part of this report, was provided to the Department of Premier & Cabinet, the Department of Treasury & Finance, the Department of Health & Human Services, the Department of Environment, Land, Water & Planning, the Department of Justice & Regulation, the State Revenue Office and the Public Record Office Victoria.

Appendix A. Agency information management maturity ratings

Formative (~) Information management is reactive.

There is an absence of an agency-wide information management strategy, senior level support and adequate governance structures. Policies and procedures are incomplete with decisions being made locally and improvements are generally driven by reactions to adverse events.

In development (✔) Information management is basic and partial.

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