Government project heads need more support, says OGC report

Better links with suppliers and establishment of amount of time to be spent in role also recommended

Civil servants in charge of projects needs better support

Public sector buying agency the Office of Government Commerce (OGC) has published a report aimed at improving the role of Senior Responsible Owners (SROs) in government procurement projects.

First introduced for IT projects after the McCartney report in 2000, the SRO role is the person with overall responsibility for a major government project such as the National Identity Scheme or the National Programme for IT.

The appointment of an SRO is now mandated for all major government projects and considered pivotal for successful delivery.

Previously, it had been difficult to identify the individual with responsibility for the successful outcome of a major project.

The report highlights the fact that some commercial suppliers for government IT projects have complained that they do not have enough contact with SROs and that the SROs are lacking in knowledge on commercial issues.

To remedy this the report recommends giving SROs time and opportunity to establish links with suppliers and ensuring that if SROs do not have knowledge in particular areas, that they have the appropriate training and support from other SROs or from experienced consultants.

Another major concern expressed by the National Audit Office and the Parliamentary Accounts Committee, echoed in the report, is the high turnover rate of SROs.

The average duration in post for the biggest projects is around 18 months, whereas most projects last between 3 and 10 years.

SROs should therefore have an expected time to be in the role established on appointment so that any change can happen after appropriate milestones are reached, rather than being seen as a loss of confidence in the project.

Speaking about the publication of the report OGC Chief Executive, Nigel Smith said the introduction of SROs for projects has been an important innovation in recent years.

"They are crucial in providing leadership to government projects and it is vital that their role is carried out well to help the public sector meet its considerable challenges," he said. "The recommendations highlighted in the lessons learned document build on good practice OGC has witnessed in government projects."