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How the Australian Government manages its digital projects to support success

This section explains how digital projects are supported from the centre of government including through a world-leading investment management framework specifically designed to create the conditions digital projects need to succeed.

Central oversight and assurance

Major digital projects are monitored and supported from the centre of government through the Digital and ICT Investment Oversight Framework (IOF). This world-class, whole-of-government approach guides digital and information and communication technology (ICT) investments across the project lifecycle, from early planning through to project delivery and realising planned benefits. Agencies managing projects under the IOF have clear direction on best-practice digital policies and standards from the outset, ensuring consistent and effective management of digital investments.

The IOF comprises 6 interconnected functions, referred to as ‘states’, which span the entire lifecycle of a digital project. The DTA engages with agencies at each state to ensure projects are strategically aligned to government objectives. This includes improving digital service delivery and strengthening whole-of-government digital capability, while continuing to achieve their intended outcomes and deliver the expected benefits. 

Reforms supporting success

Ensuring digital projects deliver expected benefits for Australians on time and on budget sits at the heart of each of the reforms highlighted throughout this report. 

Reforms supporting success: The Australian Government’s IOF is a world-leading approach to the management of digital investments across government

An independent review by the Organisation for Economic Co-operation and Development (OECD) recognised the IOF as a leading international example of best practice in digital investment management: 

The review highlights the IOF’s strength in providing a whole-of-government approach, supported by robust processes, policies and tools that assist agencies throughout the investment lifecycle. It also identifies the IOF as a mechanism for policy implementation and benefits realisation, consistent with the OECD’s Digital Government Investment Framework, which is built on 3 pillars: strategic planning; coherent implementation; and comprehensive monitoring and oversight.

The OECD’s Digital Government Index (DGI) benchmarks the digital maturity of governments across 33 member and 5 partner countries. The Australian Government consistently scores above the OECD average on 15 of the 20 DGI metrics. The review notes, however, that the DGI does not currently assess the integration of investment practices across the lifecycle – a key strength of the IOF and a factor in the OECD recognising Australia as a leader in managing digital government investment.

Since 2021, the IOF has supported over 300 digital and ICT proposals, including $2.0 billion in investment during the 2023–24 Budget cycle (Note 5-b). A total of 15 projects have come under central monitoring and oversight as part of the IOF since the last report in March 2025.

Details are in Projects under central oversight.

Reforms supporting success: Building international partnerships to advance digital transformation

The DTA’s Strategic Engagement Strategy 2025–27 sets out how we engage globally to address critical priorities in digital transformation and maximise opportunities on an international scale. By fostering collaboration, leveraging strategic alliances and benchmarking achievements, these initiatives aim to position Australia as a leader in digital government while ensuring alignment with international best practices and standards.

One example of this commitment is our engagement in international forums to share insights, strengthen initiatives and collaborate on common goals.

Australia’s digital investment leadership recognised by OECD

The OECD’s Digital Government in Australia: Enhancing Digital Investment review endorsed Australia’s IOF as a world-class approach for managing digital investments across government.

This recognition reflects not only the strength of Australia’s approach but also the value of our ongoing collaboration with the OECD and its member nations. Through these partnerships, we share insights and learn from global leaders to continually refine our practices. 

In May 2025, the DTA engaged with Denmark – ranked among the top performers in the OECD Digital Government Index – to exchange knowledge on IOF design and assurance models. Denmark, like Australia, is one of only 5 nations with an IOF, and Denmark’s experience with independent assurance boards and public–private partnerships offers valuable lessons that inform our own evolution.

The OECD review confirms the strength of Australia’s approach and provides us with a clear roadmap to keep evolving to deliver benefits for all people and businesses. These findings underscore Australia’s leadership in digital investment governance and highlight the importance of international collaboration in shaping best practice for the future.

The Assurance Framework supports successful project delivery

The Assurance Framework for Digital and ICT Investments governs the Assurance state of the IOF and reflects global best practice in the use of assurance for digital projects. Its purpose is to maximise the value of assurance in supporting successful delivery, drawing on international experience and lessons learned.

While assurance does not directly deliver outcomes, it is essential to sound governance and informed decision-making. All projects included in this report are subject to the Assurance Framework and must apply its key principles for good assurance. These principles are based on global best practice and, when implemented effectively, provide confidence that projects will achieve their objectives without imposing excessive assurance requirements.

The Assurance Framework also includes escalation protocols to assist agencies in resolving delivery challenges. Central oversight of assurance enables lessons learnt to be systematically applied to future projects, reducing the risk of delivery issues and strengthening the overall maturity of digital investment practices across government.

Reforms supporting success: Digital Governance Program to better support digital leaders

The Australian Government’s digital transformation vision to deliver simple, secure and connected public services depends on the success of its digital projects. These complex and high-stakes investments require highly capable leaders who can successfully navigate the inherent challenges and uncertainties.

The DTA’s Digital Governance Program is specifically developed to support Senior Responsible Officials (SROs) appointed to oversee major digital projects. The program provides these senior leaders with the expertise and confidence necessary to successfully guide significant digital projects.

This 2-day immersive program integrates sessions led by experienced SROs, interactive board simulations and collaborative peer learning opportunities – effectively preparing participants for the complex governance challenges digital projects can present.

'This program is essential for anyone taking on the role of SRO for a digital program, regardless of your degree of previous experience leading digital transformation.'

Projects under central oversight

The central oversight and assurance processes described in the previous section ensure the Australian Government can closely monitor and report on the performance of all its major digital projects. This section sets out the projects now under central oversight and assurance, and changes since the Major Digital Projects Report 2025. 

The number of projects under central oversight and the investment amounts will continue to change over time. This can be due to new projects starting, projects closing and reclassification of projects, including projects previously considered out of scope now meeting the criteria for inclusion following changes such as additional investment.

Central oversight now covers 103 active projects with an additional $254.6 million in investment since 2024

Since the last report in March 2025, 15 projects entered central oversight through the IOF, and 19 left, bringing the total of active projects down by 6 to 103. This includes the remaining 89 projects that reported in 2025 under oversight, with 3 projects currently paused.

Of the 19 projects leaving central oversight, 17 have closed and one has been removed in accordance with the reporting criteria. One project came under oversight in 2025 and then closed. It is therefore counted as both joining and leaving central oversight. 

Projects that have been paused are either waiting for the necessary legislation and/or necessary entities to be established or have paused temporarily to move resourcing to vital areas to serve the responsible agency’s purpose for an expected period of time.

While the number of projects under central oversight has decreased, mainly due to project closures, the amount of investment has increased by $254.6 million. This is due to contributions both from incoming projects, and continuing projects that have received additional funding. 

Of the 15 projects that have come under assurance oversight:

• 8 projects funded in the 2024–25 Budget are being delivered across 7 agencies
• 7 projects funded in the 2024–25 Mid-Year Economic and Fiscal Outlook (MYEFO) are being delivered across 4 agencies
• these added projects are in the Healthcare and aged care, Resources and the environment, Tax and super, and Government sectors.
   

Note: This is the duration of one project, rather than an average as other figures are not for publication (NFP).