Despite continuous attention to the necessity of government transformation strategy (Cabinet Office, 2012; Cabinet Office and GDS, 2017), there has been a lack of fundamental understanding of how government transformation projects can be delivered, managed and thereby efficiently achieved. This research addresses why the organisational transformation of government through major projects and programmes is still uncertain and complicated.
The UK central government has given a great deal of effort in improving the performance of managing projects and programmes. For instance, Infrastructure and Projects Authority (IPA) annually assesses the delivery confidence of UK Government Major Projects Portfolio (IPA, 2017), and National Audit Office (NAO) reviews the programmes and projects in an audit approach (NAO, 2017). Nevertheless, understanding government projects in a transformation context is still far from satisfactory (Cabinet Office, 2017), and it has raised the greatest risks of failure (NAO, 2015e). This study assumes that the transformational difficulties is triggered by the phenomenon heavily rely on the performance of delivering project outputs itself – without fully considering the project outcomes. Thus, not only a low rate of project success but also a high uncertainty of operational benefits from the investment give rise to the ambiguity of transformation processes. By investigating the empirical evidence of key management aspects during (and after) the management of government transformation projects, this six-moth pilot research project highlights the way of improving the performance of government projects/programme in order to realise successful the organisational transformation.