Under Australia's AI Ethics Principles, the use of AI should have a clearly defined and beneficial purpose that is consistent with human, societal and environmental wellbeing.
Under Australia’s AI Ethics Principles, AI systems should throughout their lifecycle be inclusive and accessible and should not involve or result in unfair discrimination against individuals, communities or groups.
Under Australia's AI Ethics Principles, AI systems should throughout their lifecycle reliably operate in accordance with their intended purpose.
Under Australia's AI Ethics Principles, AI systems should throughout their lifecycle respect and uphold privacy rights and data protection, and ensure data security.
Under Australia's AI Ethics Principles, there should be transparency and responsible disclosure so people can understand when they are being significantly impacted by AI and can find out when an AI system is engaging with them.
Under Australia's AI Ethics Principles, when an AI system significantly impacts a person, community, group or environment, there should be a timely process to allow people to challenge the use or outcomes of the AI system.
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Under Australia's AI Ethics Principles, those responsible for the different phases of the AI system lifecycle should be identifiable and accountable for the outcomes of the AI systems, and human oversight of AI systems should be enabled.
Under Australia's AI Ethics Principles, AI systems should throughout their lifecycle respect human rights, diversity and the autonomy of individuals.
Defines the strategic direction for the government’s digital delivery and future objectives and identifies capability gaps through an integrated view of digital investment.
Prioritises and advises on investments that align to the strategic direction.
Questions about the process
The Portfolio Manager contact details will be listed in the signature of the data collection form email. Alternatively, contact investment.prioritisation@dta.gov.au.
Assesses whether proposals are robust and meet whole-of-government digital and ICT policies and standards prior to government consideration.
Provides assurance to government that projects are on-track to deliver expected benefits.
Provides strategic sourcing advice and ensures the government has access to value for money digital and ICT-enabled procurement arrangements.
Underpins effective decision making by providing information and analysis on the operations of the Australian Government’s digital and ICT landscape.
Cabinet may request that your proposal undergo the process, even if your proposal does not meet all these criteria.
You are required to follow the DTA’s timeframes for submitting draft and final business cases, along with supporting materials, for review. Typically draft business cases should be submitted at least 7 weeks before the Cabinet consideration date, and final business cases at least 1 week before circulating the Cabinet Submission for Coordination Final comments. The DTA will discuss timeframes with you when advising if the proposal is subject to the IIAP.
Templates to download
Resources to assist you to develop your business case:
Global learnings and experience
Evidence shows that the best way to ensure successful delivery is by setting up projects correctly in the first place. The most common causes of failure are well rehearsed: lack of clear objectives, insufficient resources, and over-ambitious cost and schedule, among others. All these mistakes impact on the level and amount of benefit that can be realised and can be avoided if tackled in a project’s early stages.
Infrastructure and Projects Authority (UK Government), 2017, Guide for Effective Benefits Management in Major Projects
Global learnings and experience
What I’ve noticed from the most successful organisations is the application of a consistent portfolio-wide benefits framework or categorisation that links benefits to strategy; a focus on the key benefits from each project or program; and a really disciplined approach to managing projects and programs as investments
Jenner, S, 2019, Bang for your Buck: Why Benefits Management is Essential for Project Success, Queensland University of Technology
Global learnings and experience
Benefits are not just another dimension of project and programme management (PPM) – rather, they are the rationale for the investment of taxpayers’ and shareholders’ funds in change initiatives. As such, benefits should be the driver behind all change initiatives from initiation through to, and indeed beyond, integration into business as usual (BAU).
Jenner, S and APMG International, 2014, Managing Benefits: Optimizing the Return from Investment
Global learnings and experience
Independent assurance, such as gateway reviews, can provide vital challenge and support for key decisions and progress points across the project life. To work well, independent assurance should be planned in advance … [and] should be co-ordinated.
Principles for a digital future: Lessons learned from public sector ICT projects
Audit Scotland
Global learnings and experience
Assurance provides information to those who finance, sponsor, govern and manage a project. It informs decisions that can reduce project failure, promote conditions for success and increase the chance of delivering the required outcome cost-effectively.
National Audit Office (United Kingdom)
Assurance Fee
The DTA’s role overseeing assurance for digital projects is funded through a fee applied to the largest digital projects funded by the Australian Government. This fee helps ensure the DTA can provide the support agencies and Senior Responsible Officials need to make best use of assurance in supporting successful delivery. Guidance on whether this fee will apply to your proposed project will be provided by your Agency Advice Unit (AAU) at the Department of Finance and by the DTA’s investment advisers.