Medium low
There are significant risks and issues that are not adequately controlled or reported.
Off
Low
There is minimal understanding of the key risks, there are significant issues impacting project delivery and finger pointing on who is responsible.
Off-
Risks are actively discussed and managed in governance forums and aligned with the risk register. Ownership of risk and related activity is clear. Controls are effective. People related risks are actively managed.
-
There is a sufficient understanding and reporting of the material risks impacting the project. Consideration of people related risks.
-
Risk management is a compliance activity. There is limited understanding and awareness of the key risks impacting the project.
-
There are significant risks and issues that are not adequately controlled or reported.
-
There is minimal understanding of the key risks, there are significant issues impacting project delivery and finger pointing on who is responsible.
Commercial management
Factors that improve delivery confidence in commercial management include flexibility in the contract to allow for learning and change in delivery, clarity in the roles and responsibilities and appropriate risk/reward sharing.
Contracts should include clearly defined management processes, incentives and deliverables, and should be designed to avoid counterproductive terms and conditions, such as over reliance on individual day rate contractors.
Other factors to consider when assessing delivery confidence include the supplier performance, supplier capacity and capability, and the degree of integration of suppliers in the delivery organisation.
Early engagement with commercial partners can also improve delivery confidence, developing stronger working relationships and a more realistic understanding of objective feasibility.
It is acknowledged that assessors may not have access to all information to assess aspects of commercial management, or that assessment could represent a conflict of interest based on the relationship between the assessor and the contracted parties. If commercial management has not been assessed, it should be noted in the DCA.
DCA tolerances
High
Procurement decisions are made on detailed analysis of reliable and complete data. The contract has clearly defined deliverables, management processes and anticipates change. There is a productive relationship between the agency and contractors.
Off
Medium high
Procurement decisions are made on analysis of data. The contract has defined deliverables, management processes and anticipates change. There is an established relationship between the agency and contractors.
Off
Medium
Procurement decisions are made on data. The contract identifies deliverables but does not accommodate change. There is a working relationship between the agency and contractors.
Off
Medium low
Procurement decisions are made on incomplete data with poorly formulated criteria. The contract may lead to some counterproductive behaviour. There is a degrading relationship with the contractor.
Off
Low
Procurement decisions are made on flawed or incomplete data without explicit criteria. The contract does not provide an effective basis for contractor management or delivery. There is an adversarial relationship with the contractor.
Off-
Procurement decisions are made on detailed analysis of reliable and complete data. The contract has clearly defined deliverables, management processes and anticipates change. There is a productive relationship between the agency and contractors.
-
Procurement decisions are made on analysis of data. The contract has defined deliverables, management processes and anticipates change. There is an established relationship between the agency and contractors.
-
Procurement decisions are made on data. The contract identifies deliverables but does not accommodate change. There is a working relationship between the agency and contractors.
-
Procurement decisions are made on incomplete data with poorly formulated criteria. The contract may lead to some counterproductive behaviour. There is a degrading relationship with the contractor.
-
Procurement decisions are made on flawed or incomplete data without explicit criteria. The contract does not provide an effective basis for contractor management or delivery. There is an adversarial relationship with the contractor.
Relevant policies
- Digital Experience Policy.
- Digital Sourcing Policy: digital sourcing policies exist to provide agencies with a modern approach to structuring contracts that reduces risk, drives competitive outcomes, increases flexibility and fairness, and encourages competition.
Maintain a reliable service
Available and consistent: Make your service available, stable and consistent for users in different places and time-zones, at different times, on different days. Schedule maintenance for a predictable period of downtime and give notice to users well ahead of time.
Off