Medium
Steering committee decision-making occurs but is not always timely. Governance roles are broadly defined. The SRO takes accountability for the project.
Off
Medium low
Steering committee decision-making is ineffective or not timely. Governance roles are ill- defined.
Off
Low
Substantive issues related to role clarity. Duplication, re-prosecuting or lack of timeliness in decision-making. Lack of accountability or finger-pointing.
Off-
Steering committees are empowered to make decisions. Governance roles are clearly defined. Decisions are fast and informed. The SRO takes accountability for the project and impacted business areas. Clear ownership of business and delivery team issues.
-
Steering committees are empowered to make decisions. Governance roles are defined. The SRO takes accountability for the project. Generally recognised ownership of business and delivery team issues.
-
Steering committee decision-making occurs but is not always timely. Governance roles are broadly defined. The SRO takes accountability for the project.
-
Steering committee decision-making is ineffective or not timely. Governance roles are ill- defined.
-
Substantive issues related to role clarity. Duplication, re-prosecuting or lack of timeliness in decision-making. Lack of accountability or finger-pointing.
Governance effectiveness
Assurance research series: 01
Assurance research series: 01
Assurance research series: 01
Capability and engagement
Resource management and capability
Delivery confidence can be higher where the agency has adequate capacity and appropriate skills and expertise, including in areas such as architecture and systems integration and is investing in capability development.
- Other aspects that heighten confidence are evidence of clear roles and responsibilities, particularly in projects involving collaboration and interdependencies that cross functional and organisational boundaries, and where there are processes for skills transfer, sharing knowledge and data.
- Effective cross-disciplinary teams can also enhance confidence, particularly in artificial (AI) solution development.
Delivery confidence is reduced where turnover is high, there are skills shortages, overuse of consultants or where capability development is limited, or where funding models are misaligned with the project lifecycle risking to resource continuity.
Delivery Confidence Assessment (DCA) tolerances
High
In-house staff have direct experience in managing the delivery of relevant technologies. Sufficient skilled staff are available and roles and responsibilities are appropriately and clearly defined. There are processes in place for skills transfer and knowledge management.
Off
Medium high
There are some gaps in capability but training and skills transfer plans are in place. There is sufficient clarity in role responsibilities
Off
Medium
There are significant skills gaps and a lack of clarity in roles and responsibilities
Off
When and how to apply this criterion
When to apply
Apply Criterion 5 throughout Beta to protect users’ digital rights and ensure robust security measures are in place.
As cyber threats become more prevalent and sophisticated, adhere to this criterion across the Service Design and Delivery Process
How to apply
Questions for consideration
- how are users informed about the collection, use and storage of data?
- how will you obtain informed consent from your users?
- which encryption and authentication mechanisms will provide the most robust security?
- how does the service comply with data protection legislation and policies?
- what processes are in place to prevent misinformation?
- how is the service built to be resilient against cyber threats?
- what assurances are in place to promote ethical use of data?
Medium low
Lack of clarity in roles and responsibilities and skills shortages are impacting delivery of the project and elements of the solution that are outside the project’s control.
Off
Low
There are significant skills and capacity gaps that are impacting delivery. Resource turnover is high and there is an overuse of consultants and contractors.
Off-
In-house staff have direct experience in managing the delivery of relevant technologies. Sufficient skilled staff are available and roles and responsibilities are appropriately and clearly defined. There are processes in place for skills transfer and knowledge management.
-
There are some gaps in capability but training and skills transfer plans are in place. There is sufficient clarity in role responsibilities
-
There are significant skills gaps and a lack of clarity in roles and responsibilities
-
Lack of clarity in roles and responsibilities and skills shortages are impacting delivery of the project and elements of the solution that are outside the project’s control.
-
There are significant skills and capacity gaps that are impacting delivery. Resource turnover is high and there is an overuse of consultants and contractors.