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Frequently asked questions

What is the integrated programme of work?

It’s the combination of highest priority ICT change initiatives expected to have the greatest impact to deliver the Government ICT Strategy.

Is the ICT Strategy work programme focused on improving public services or improving the efficiency and spending of government agencies?

The Government ICT Strategy is about transforming government agencies through ICT, so it aims to achieve both service improvement and efficient spending.

How is this work programme different to the previous Government ICT Action Plan?

The Action Plan was confirmed and set, whereas we’re now taking a more flexible and adaptive approach that can be managed dynamically. With this approach, we can adjust ICT change priorities on a planned, rolling basis and as a need arises to ensure we’re responsive and always focussed on initiatives that deliver the greatest collective impact. For this new approach to be most successful, we need to understand and proactively manage dependencies between different initiatives.

Which agencies are delivering the initiatives on the integrated programme of work?

A large number of agencies are involved with even more involved through steering or working groups, as well as the Partnership Framework, which is working to join up the public sector to reduce duplication and collaborate more.

When will all the initiatives set out in the integrated programme of work be delivered?

Most activity in the current work programme will be delivered over two years with benefits stretching well beyond that. This timeframe may change if we reset the priorities set out.

Are all the initiatives confirmed and under way?

No, they’re all at different stages of development. Some are underway already; others are still at the very early stages of scoping out a business case.

How were these priorities selected?

Initiatives were first assessed and weighted in terms of their likely impact and contribution to achieving the goals of their Government ICT Strategy. We also considered potential dependencies and the need to strike a balance of initiatives.

Will lower priority initiatives be deferred so that resources and expertise can go towards higher priorities?

Yes, making good use of limited resources is always the best approach.

Do the initiatives highlighted on the integrated programme of work have to be run differently in any way?

They are expected to have a senior responsible owner, be fully scoped, and have a documented plan, schedule and budget. Progress on change initiatives will be reported to the Government Chief Information Officer, with a focus on realising benefits and reusing any existing reporting data, where possible.

Can an initiative be in the all-of-government ICT portfolio but not prioritised in the integrated programme of work?

Yes. The all-of-government ICT portfolio may have initiatives under way that contribute to the goals of the Government ICT Strategy but are not identified on the integrated programme of work. In such a situation, there should be an emphasis on reusing existing information, such as the Major Projects Monitoring Information relating to investment management that is led by The Treasury.

What monitoring and reporting arrangements will track progress of the integrated programme of work?

Overall performance will be reported to the Government Chief Information Officer’s Partnership Framework quarterly, and to ministers via the government’s ICT Functional Leadership report every six months. Initiatives will be assessed according to their contribution to the aims of the Government ICT Strategy and optimising the value from ICT investments.

Will monitoring processes identify any initiatives facing problems or challenges?

Monitoring will focus on the realisation of benefits and deliverables, and identifying and managing risks and issues, both for each initiative and the integrated programme of work as a whole.

What support is available from the Government Chief Information Officer to deliver initiatives?

Advice and support includes subjects as diverse as:

  • benefit management advice and support (e.g. benefits maps, plans, and realisation)
  • project delivery approaches (e.g. Agile, Waterfall, Hybrid, Accelerate)
  • enterprise architectures and frameworks
  • commercial ICT procurement
  • making use of existing ICT knowledge and capability across government
  • plans around existing and planned ICT investments.

How does the Government Chief Information Officer expect the integrated programme of work to be delivered?

There are eight principles around the integrated programme of work and the wider all of government ICT portfolio.

  • Initiatives are led by the Government ICT Strategy.
  • Teams work collaboratively across DIA, the corporate centre, and government agencies.
  • Teams use existing information and processes to proactively reduce compliance reporting.
  • Teams work according to principles and standards (rather than: ‘you must do it this way’)
  • DIA help agencies by providing a mixture of frameworks, standards and practical support.
  • Teams leverage the expertise of others and offer to share their expertise.
  • Teams are flexible so they can make the most of opportunities.
  • Teams learn from their mistakes and continually seeking to improve.

How can agencies support the integrated programme of work and the Government ICT Strategy?

The Government Chief Information Officer will work with the Partnership Framework and other stakeholders to ensure initiatives identified in the integrated programme of work will deliver the greatest impact to the aims of the Government ICT Strategy. 

Agencies are expected to look at how they can contribute to delivery of the outcomes in the Government ICT Strategy and the integrated programme of work.

Page last updated: 30/06/2016