• Return to the Beginning

  • test Your responsibilities

    To successfully meet this criterion, you need to:
    •
    communicate the benefits of adopting a digital channel
    •
    understand the motivations of your audience
    •
    make the digital service easy to use

  • Information Flow: Reporting and Communications

    Project reporting

    Project Board meetings should be regular, scheduled and aligned as much as practical to the organisation's financial reporting cycles, so that the project manager can give timely information on project progress and costs, and to escalate issues beyond their delegation. Most digital project boards meet on a monthly basis and at key decision points, but the frequency of meetings should be adapted to project pace and risk (11), with the possibility of a higher meeting frequency, for example, when the project is close to go-live or release.

    The content of board meetings is often influenced by the project manager, supported by key topics in project reports. To keep the board focused on decision-making, reports should focus on exceptions to planned progress, changes to scope, risks and relationships (11). The agenda and supporting project reports will need to adapt to maintain a focus on the critical decisions needed to progress the project (23, 43) .

  • From the Review of the Modernising Business Registers Program

    Project reporting should be "a single source of truth" to reduce reporting burden and to share with internal and external stakeholders, and contain the following (2):

    • Key project milestones
    • Spend to data and forecast spend to complete
    • Earned value (or equivalent) to enable clear monitoring of work completed compared to plan
    • Key workforce metrics
    • Material risks
    • Governance effectiveness metrics – feedback loops on quality of materials, engagement, debate and decision-making (e.g. short survey at end of each meeting)
    • Change readiness indicators
    • Go-live date

  • Production of reports for the board divert resources from other project activities. The SRO needs to balance information requests from the board to the project team, with the effort needed to produce them. There is also a tension in the timeliness of information for project reporting. Where possible, board meetings should be scheduled to minimise the lag between report data and the meeting.

    The board should regularly reflect on whether all sections of project reports play a role in the decisions the board makes. Removing redundant sections of reports can make it easier to focus on key information and reduce a project reporting burden. Focus for reports should be on exceptions, earned value, and differences between planned and actual progress.

  • "Good communication overcomes poor governance"

    Interviewed SRO, Australian Government

  • The board maintain responsibility for obtaining the information they need to govern project progress and may need to work with the project manager to ensure they obtain necessary information, moving past a passive information-consumption attitude. Technical jargon should be avoided in reporting in favour of language that allows the board to make trade-off judgements on the business logic and strategic alignment of the project. Board members may have to actively seek outside information if they are to be suitably informed, for example by attending regular project meetings (23, 43), engaging directly with users and operational mechanisms (e.g. walking the shop floor), or conducting informal discussions with stakeholders.

    Supporting project documentation

    The following table lists some of the common documentation used to support project board formation and decision making. Governance tips from an SRO are also included later in this document.

    Common documentation for project board formation and decision making
    ArtefactsCore elements
    Project Board Terms of Reference (ToR)

    The ToR should clearly articulate the scope of the board's remit, authority of the board and its positioning with corporate governance forums and other project governance mechanisms. It should clearly define board roles, potentially including a RACI matrix (responsible, accountable, consulted, informed). The ToR needs to place strongly restrictive conditions on board members use of delegates or proxies.

    Escalation processes and criteria for exception reporting should be included. These should detail the specific delegated time, cost, quality, or scope change limits that the project manager is delegated to approve, and which must be escalated for board approval.

    Business CaseIt specifies why the project is required, its objectives, intended benefits, and solution strategy. It specifies the parameters within which the project operates (e.g. time, budget, scope), which provide the baseline against which project delivery performance can be measured.
    Benefits Realisation Plan (BRP)

    A BRP outlines how the benefits of an investment will be achieved and measured. Its purpose is to ensure an investment delivers its intended value.

    The BRP describes the context, structure, and approach to the realisation of planned benefits and is typically developed alongside the business case (at least to initial draft level) to ensure there is a clear plan for the realisation of benefits outlined in the business case.

    See the DTA's Benefits Management Policy and Toolkit for more information.

    Benefits Map

    A benefit map links the key project benefits and enabling changes on which benefits realisation depends to an organisation's strategic objectives.

    Benefit mapping and the resulting Benefits Map, is an iterative process which should be revisited multiple times during the investment. This will ensure that unintended consequences and disbenefits are accurately factored into the investment planning process and that the investment remains on track to realise intended benefits.

    See the DTA's Benefits Management Policy and Toolkit for more information.

    Stakeholder Impact AssessmentA Stakeholder Impact Assessment identifies who is affected by the project and evaluates the nature of the impact. It assesses relative power of each stakeholder, their interests and readiness for change. The assessment can be utilised to inform engagement strategies and risk mitigation plans.
    Project Board PapersProject board papers are produced by the project manager, focusing on decision-making and exception reporting. They are designed to support decisions escalated to the board. They should make clear recommendations, clearly noting the action required (e.g. note or approval). They should be distributed to the board at least 3 days in advance [3-DTA]. Standardising reporting across an agency is recommended to help board members can easily consume information[14-SRO]
    Assurance Plan

    Agencies are required to plan for assurance by applying the Key Principles for Good Assurance and meeting minimum assurance requirements applicable to the tier of the investment.

    The Assurance Plan is agreed with the DTA and submitted to Cabinet for approval as part of the proposed investment.

    The Assurance Plan should be regularly reviewed by the board, at least as often as the relevant tier requires. This is key to ensuring the plan continues to be fit-for-purpose.

    See the Assurance Framework for Digital and ICT Investments for more information.

  • Governance tips from an experienced SRO

    On structure

    • Use defined decision-making frameworks. Treat governance as a “friend” framed around risks
    • In my program with >10 projects, each had its own SRO. The formal program board was a decision-making forum, with feedback mechanism to the agency head through to the organisation’s board and across government
    • Underneath the program board, I established good delivery governance. I also attended standups with each project and SRO every week to unblock things, clear change protocols and manage dependencies
    • To succeed, we needed a high functioning PMO, tracing original requirements to delivery, governance ensuring that “right people are working on right things at right time”

    On decision-making

    • Ensure clear delegation of decisions and authority between the program and project levels
    • Defined project and program tolerances:
      • Program level – decision-making sits with SRO. For example, there were 34 milestones. If we shift on those, that is a decision for SRO and minister.
      • Project level - decision making authority to make decisions around their milestones, as long as it doesn’t impact delivery of government milestone and SRO has transparency.

     

  • Lifecycle

    Project Lifecycle and Duration

    Project boards should commence at a project's inception. Different skills, capabilities and focus may be required at different stages of a project, and consequently the board composition may need to change. For example, architectural expertise may be more necessary in the design phase, procurement in the planning phase.

    In addition, certain events can trigger changes to the project and/or Board. This can include a change in government, turnover of the SRO, handover of project between phases (e.g. after business case approval). These events should also trigger a review of the business case, board charter and composition.

    Induction and On-Boarding

    The following activities are recommended when standing up a project board, or after significant change [14 - SRO, 1 - SRO]:

    • Explain why the project is needed, the outputs and outcomes it is intended to deliver, and high-level project plan
    • Provide clarity on roles, positioning of this board with other governance mechanisms and expectations on behaviour
    • Understanding of baseline plan so the board know what they are measuring against
    • Build capability in the core literacy areas. For example, an agency providing a Managing Successful Projects (45) course so that board members would have common understanding of project principles.
    Reflection and Review

    There should be a regular reflection and review on the effectiveness of a digital project governance board, as:

    • Organisational needs can vary over the project lifecycle
    • The external context might have changed, impacting the project's feasibility
    • Practices and processes can develop over time, and the board may need to manage reporting impost and regularly 'de-clutter'
    • The bespoke nature of digital project governance boards means it may need adjustment to be effective.

    Participants for this research recommended having an item on the agenda (quarterly) to review the agenda and papers and remove lower value items. It might also be necessary to change the board composition, meeting cadence or address any cultural issues. The Self-Assessment provided in this document can also be helpful for providing a snapshot of board effectiveness.

    Dissolution

    Closing down the project board should be aligned with the project benefits being realised or accountability transferred to an operational role, rather than the technical output delivery. It should also align with DTA's Closure reporting standard for digital and ICT-enabled projects (46).

    Any lessons learned, for example from post-implementation reviews, should be integrated into project management disciplines in the agency. There should be a formal handover of any remaining risks and benefits to be realised.

  • Consultation on the Digital Seller Underperformance Policy (DSUP)

    The Digital Seller Underperformance Policy (DSUP) is designed to enable fair and transparent management of digital seller underperformance information and drive improved digital project outcomes across Government.

    What we need from you

    The DTA is seeking feedback from sellers and other industry stakeholders on the draft Policy to ensure the Policy is fair, clear, transparent and proportionate. We want the Policy to support effective collaboration between sellers and Government buyers. Genuine feedback from digital sellers and other industry stakeholders will help us understand industry views and inform the final design of the Policy.

    The consultation form below closes on 9 February 2026 at 4pm AEDT.

    Before making your submission, please consider the Consultation Fact Sheet and Draft Policy below:

    Have your say

    You can provide a submission through our dedicated form by 9 February 2026 at 4pm AEDT.

    Have Your Say Now

  • test When to apply

    Apply Criterion 2 throughout Discovery as you gather research and insights on your target audience. Revisit this Criterion once you go live and assess uptake of your service.

    Revisit this criterion across the Service Design and Delivery Process to remain relevant
    as users wants and needs evolve.

  • Next page

    Tools for Digital Project Governance Boards

  • Digital Project Governance Board Composition

  • Background

    This instalment of the research series complements the DTA’s reform initiatives to create the conditions for digital projects to succeed. These initiatives include maximising the value of assurance in good decisions, delivering formal training for senior leaders of digital projects, and promoting transparency and accountability for performance through the Major Digital Projects Report (MDPR). It also includes wider policy reform efforts to drive best practice including ensuring digital projects all benefit from a clear ‘north star’ during delivery through our Benefits Management Policy and linked capability and training programs.  

  • Digital project research series

    The digital project research series sees the Digital Transformation Agency (DTA) partner with academia and agencies to explore the most important issues influencing digital project performance. This series forms part of the DTA’s commitment to ensuring the Australian Government continuously improves how it designs and delivers digital projects including by drawing on global best practice and cutting-edge research. 

  • Digital Project Governance Boards – Steering for Success

    Assurance Research Series 02

    A high-performing digital governance board is key to meeting the challenges that digital projects present. In partnership with the University of Queensland Business School, new guidance has been developed to support Senior Responsible Officials (SROs) and agency leaders in establishing high-performing governance boards for digital projects. 

    The guidance provides practical, evidence-based advice on board structure, the skills and behaviours needed for effective governance, and strategies to address common challenges throughout the project lifecycle. It also includes a self-assessment tool to help boards evaluate and strengthen their governance practices.

  • Assessing delivery confidence of digital projects

    Assurance Research Series 01

    Assurance plays a key role in keeping decision-makers informed of the status of digital projects and helping focus attention where it is needed most. In partnership with the University of Sydney’s John Grill Institute for Project Leadership, new guidance has been prepared to support more effective assurance of digital projects.

    This guidance is designed to ensure assurance activities appropriately consider the unique challenges and complexities of digital projects when forming Delivery Confidence Assessments (DCAs). 

    DCAs are an overall expression of the likelihood a digital project will deliver on expected benefits for Australians on time and on budget. 
     

  • test How to apply

    Questions for consideration

    • What needs or goals motivate users to engage digitally?
    • Have we gathered feedback or analytics to understand user needs?
    • How might we customise the user experience to resonate with diverse user needs?
    • Have we addressed digital barriers causing users to seek alternate service delivery
    • Have you considered how others have overcome similar issues across government?
    digital service standard

Connect with the digital community

Share, build or learn digital experience and skills with training and events, and collaborate with peers across government.

Join the Digital Profession