Current government processes from business case development to contract award do not work well for digital programs. Departments can present investment cases without a detailed assessment of technical feasibility, for which there is no detailed central government guidance. Without such assessments, funding allocation at the center can be based on departments' conceptual or simplistic high-level assumptions.
Digital commercial skills are in short supply and government is not making the most of the limited expertise it has. Government has managed digital suppliers poorly, and the center of government has not provided direction to help departments become intelligent clients.
This results in limited technical evaluation of contracts with technical risks downplayed. Complexities which emerge after contracts are signed can be too fundamental to be dealt with through a change control process.
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