2021 Report details for project: Transforming CCS
Project name | Transforming CCS - there are 3 reports for this project: 2020, 2021, 2022 |
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Organisation | CO (D2 ) - see all reports for this organisation |
Report year | 2021 (data is from March 2021) |
Category | Transformation - see all reports for this category |
Description: | The Transforming CCS Programme builds upon activity previously undertaken by the Crown Commercial Service (CCS) Crown Marketplace Programme (CMp). The programme will encompass both digital delivery and organisational transformation to deliver the two year vision that will transition CCS into a digitally enabled organisation that puts the customer at the heart of everything it does. In addition the programme will look to the future and develop a five year vision and delivery plan for CCS, in doing so it will consider critical strategic challenges and questions that the business faces. Transformation in CCS is wide ranging and will be delivered through a broader portfolio of change. The Transforming CCS Programme will play an important part in the portfolio with a defined scope as outlined the approved business case. |
DCA (RAG) | Amber |
DCA text: | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating remained at Amber. This is primarily due to the following factors: The status reflects the impact of a recent review period that has occurred throughout Q4, and the refocus of the programme that is now required to ensure delivery of the required business case outcomes. A new CCS Directorate and Leadership for the Programme has come into effect, with the creation of the CCS Digital & Data Directorate, and a new SRO. There has been significant progress made to embed an updated governance structure for the programme and validate the scope of the remaining projects. The Programme has been re-focused internally as a CCS Change Programme with equal emphasis placed on the implementation of specific digital change and CCS organisational changes required to enable and support our enhanced digital, customer first approach. An updated business case is expected in Q1 21/22 to detail the final phase of delivery, reflecting this focused delivery approach and any subsequent impact on the benefit profile |
Start date | 2019-04-01 |
End date | 2022-03-31 |
Schedule text | Compared to financial year 19/20-Q2, the project's end-date remained scheduled to finish on 31 March 2022 This is primarily due to the following factors: The Programme has been re-focused internally as a CCS Change Programme with equal emphasis placed on the implementation of specific digital change and CCS organisational changes required to enable and support our enhanced digital, customer first approach. An updated business case is expected in Q1 21/22 to detail the final phase of delivery in line with the current Programme end date, reflecting this focused delivery approach and any subsequent impact on the benefit profile |
Baseline | £10.28m |
Forecast | £10.21m |
Variance | -1.00% |
Variance text: | The budget variance is less than or equal to 5%. |
Whole Life Cost | £28.34m |
WLCost text: | Compared to financial year 19/20-Q2, the projects Baseline Whole Life Cost remained at £28.34m. This is primarily due to the following factors: Whole life costs show 3 year programe costs from FY19/20 to FY21/22. The costs for the final two years of the Programme have been included within the CCS Business Plan and Budget 2020/21 to 2021/22. The costs incurred in 19/20 where lower than budgeted and the refined delivery timescales has been provided for in CCS's 20/21 and 21/22 budget. |
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Notes2: | |
Sourcefile | IPA_2021.csv |
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Acknowledgement: GMPP data has been re-used under the Open Government Licence.