Transformation vision
Purpose, business case and benefits
For a digital project to contribute to agency effectiveness and service delivery, the business purpose that the transformation project facilitates needs to be clearly articulated and supported. Delivery confidence can be higher where there is a transformative vision that people rally around.
The Data and Digital Government Strategy sets the vision for the Australian Government’s use of data and digital technologies to 2030.
The purpose and vision for a transformation should be supported by a strong business case, with clear outcomes and scope that is aligned with the needs of the business area.
Financial and non-financial benefits and disbenefits should be defined and actively monitored, and project scope should be aligned with achieving benefits and minimising impact.
Purpose
Delivery Confidence Assessment (DCA) tolerances
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A clear and unambiguous purpose that is inspiring, consistent across stakeholder groups and meets stakeholder needs.
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A purpose that broadly represents stakeholder needs and interests.
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A purpose has been developed, but with limited consultation or commitment from the business area it will impact.
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A purpose that doesn’t accurately or consistently represent business needs.
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A technology-centric purpose or misalignment on the purpose.
Business case
DCA tolerances
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Business case shows robust consideration of options, clear rationale for the project, detailed and realistic estimates for cost and time, and measurable success criteria.
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Business case shows consideration of options, rationale for the project, estimates for cost and time, and measurable success criteria.
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Business case shows limited consideration of options, rationale for the project, estimates for cost and time, and success criteria.
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Business case largely makes an argument for one option, without fair consideration of alternatives.
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Limited or no business case.
Benefits and impacts
DCA tolerances
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Benefits align to strategic direction, are measurable and evidence based, include financial and non-financial measures and, where appropriate, disbenefits. Business leaders are accountable. Benefits and disbenefits are integrated into the governance approach and are actively managed.
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Benefits show consideration of strategic direction, are measurable, and integrated into governance
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Benefits are identified, but not actively managed.
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Benefits are acknowledged but insufficiently articulated or managed, or not measurable.
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No consideration of benefits, or multiyear project that is yet to demonstrate a credible path to realising claimed benefits.
Relevant policy
The Benefits Management Policy for Digital and ICT-Enabled Investments defines how benefits must be managed across the Australian Government digital and ICT portfolio.
The policy supports agencies to deliver digital and ICT outcomes by detailing investment oversight requirements and providing guidance on benefits management.