Delivery We took the lead on establishing a robust programme management delivery structure, and provided programme and PMO support to deliver it until internal resources were set up to take over. We established:

• A coherent programme plan for all procurement-related activities.

• A work breakdown structure clarifying primary workstreams, the scope of work packages and inter-workstream assumptions, dependencies, and risks.

• A cohesive programme team based around the above structure that maximised the potential to deliver against the programme plan.

• A programme-wide risk register.

• Programme-wide working practices for progress reporting, risk/issue management and communications.

• Monitoring of progress against the plan and any necessary refinements.

• Preparation of regular highlight reports to support the programme board and briefings for Cabinet Office/programme colleagues as required.

• Delivery of standard programme office functions.

Very early on in our engagement we identified that our remit would need to extend to provide the client with the support that they needed. This additional support included public sector procurement advice and development of a procurement approach. We also supported the development of business requirements and the production of key procurement documentation such as prior information notice, selection questionnaire, the OJEU notice and the invitation to tender.

Result We were able to establish a robustly planned and well-managed programme, in what was a politically complex environment. A Stage 0-2 Infrastructure and Projects Authority review conducted midway through our assignment specifically praised Cabinet Office for appointing professional external programme management, citing this as one of the reasons for their high delivery confidence in the programme.