Major Project Scope Uncertainty
Uncertainty regarding the scope of major public projects, with political decision-making identified as a significant risk to progress.
20 items
1 source
7 inquiries
Source spread
Where this theme appears
Major Project Scope Uncertainty has been flagged across 1 independent accountability source:
20 inquiry recs
This theme has been identified in one data source. As more data is added, cross-references may emerge.
Browse by source
Source-grouped records are useful for tracing where a concern came from. Large sections show the 50 strongest matches for that source; counts still show the full theme total.
Inquiry Recommendations (20)
SHI-3 — Clarity in brief for healthcare facility construction
Recommendation: It is critical that a health board formulates and then presents its requirements for the key building systems in a proposed healthcare facility (its "brief") in terms which are full, clear, and unambiguous, and that that brief is finalised before …
Words of: Neil Gray, Cabinet Secretary for Health and Social Care, in a letter to Clare Haughey MSP, Convener of the Health, Social Care and Sport Committee, 17 September 2025
Gov response: On 13 March 2025, I made a statement in parliament, addressing the Interim Report and its recommendations. I accepted all recommendations and committed to provide a future update on progress around the implementation of those …
Accepted
No update 2+ yrs
SHI-2 — Risk assessment on funding model changes
Recommendation: Accordingly, in situations where the funding model or procurement route changes mid project, a risk assessment should be conducted to assess whether work done on the project up to that point is suitable for the revised project. The rationale for …
Words of: Neil Gray, Cabinet Secretary for Health and Social Care, in a letter to Clare Haughey MSP, Convener of the Health, Social Care and Sport Committee, 17 September 2025
Gov response: On 13 March 2025, I made a statement in parliament, addressing the Interim Report and its recommendations. I accepted all recommendations and committed to provide a future update on progress around the implementation of those …
Accepted
No update 2+ yrs
R5 — Hospital future uncertainty resolution
Recommendation: Scottish Government should ensure that where any uncertainty over the future of any hospital or service exists, resolution of the uncertainty is not delayed any longer than is essential for planning and consultation to take place.
Words of: Scottish Government, The Scottish Government's Response to the Vale of Leven Hospital Inquiry Report, section 1.3, 18 June 2015
Gov response: The Scottish Government accepts its responsibility for the failings identified in the report and we apologise unreservedly for the suffering and loss caused. We accept in full all of the report's recommendations.
Accepted
ETI-19 — Collaborative Delivery
Recommendation: At all stages of the project there should be a collaborative approach to delivering it. This should include the co-location of representatives from each organisation relevant to the particular stage reached and having an interest in its completion to enable …
Words of: Andrew Kerr, Chief Executive, City of Edinburgh Council, report "Response to the Edinburgh Tram Inquiry" to the Council, 14 December 2023 (item 7.1)
Gov response: The Inquiry Report describes some of the damaging behaviours adopted during project delivery by various parties. The advantage of co locating representatives having an interest in project completion is understood and indeed was successfully adopted …
Accepted
ETI-18 — Interviews of Key Personnel in Readiness Reviews
Recommendation: As part of their investigations, representatives of OGC undertaking an independent “readiness review” of a publicly funded project and representatives of any person, including representatives of any public body such as Audit Scotland, undertaking a review of the progress of …
Words of: Andrew Kerr, Chief Executive, City of Edinburgh Council, report "Response to the Edinburgh Tram Inquiry" to the Council, 14 December 2023 (item 7.1)
Gov response: While this Recommendation is for third parties who may undertake a readiness review or audit of a publicly funded project in future, it is recommended that the Council agrees to support any such review or …
Noted
ETI-9 — Risk Management Standards
Recommendation: The identification and management of risk should be an integral part of the governance of all major public-sector contracts in future. In identifying and managing risk the following principles should be adopted: • Probabilistic forecasts rather than single-point forecasts should …
Words of: Màiri McAllan, Cabinet Secretary for Transport, Net Zero and Just Transition, statement to the Scottish Parliament, 2 November 2023 (text as published by the Scottish Government)
Gov response: The remaining thirteen recommendations cover a range of areas relating to the governance and delivery of light rail projects. While these recommendations are directed squarely at project leads and Local Authority officials, there is a …
Noted
ETI-8 — Update Optimism Bias Guidance
Recommendation: The existing Guidance on optimism bias was based on empirical data available almost two decades ago and should be revised to take into account the additional data that is now available. In particular, the reference classes should be updated to …
Words of: Màiri McAllan, Cabinet Secretary for Transport, Net Zero and Just Transition, statement to the Scottish Parliament, 2 November 2023 (text as published by the Scottish Government)
Gov response: Furthermore, we follow detailed Government guidance on procurement, risk and optimism bias as enshrined in the Treasury’s Green Book, the Scottish Government’s Client Guide to Construction Projects and the Scottish Public Finance Manual. Indeed, the …
Noted
ETI-7 — External Peer Review
Recommendation: The assessment of risk at each stage mentioned in Recommendation 6 should be the subject of a peer review by external consultants with experience of similar large-scale infrastructure projects in the transportation sector who should submit a report of each …
Words of: Màiri McAllan, Cabinet Secretary for Transport, Net Zero and Just Transition, statement to the Scottish Parliament, 2 November 2023 (text as published by the Scottish Government)
Gov response: The remaining thirteen recommendations cover a range of areas relating to the governance and delivery of light rail projects. While these recommendations are directed squarely at project leads and Local Authority officials, there is a …
Noted
ETI-6 — Optimism Bias in Business Cases
Recommendation: All versions of the Business Case, including any Business Case required as a result of altered assumptions, should include an assessment of risk that takes account of optimism bias in accordance with the current published government guidance.
Words of: Màiri McAllan, Cabinet Secretary for Transport, Net Zero and Just Transition, statement to the Scottish Parliament, 2 November 2023 (text as published by the Scottish Government)
Gov response: The remaining thirteen recommendations cover a range of areas relating to the governance and delivery of light rail projects. While these recommendations are directed squarely at project leads and Local Authority officials, there is a …
Noted
ETI-5 — Business Case Timing
Recommendation: Where the Business Case for any future light rail project is based upon an assumption that, prior to the award of the contract for the construction of the infrastructure, certain matters will have been completed (e.g. design, the obtaining of …
Words of: Màiri McAllan, Cabinet Secretary for Transport, Net Zero and Just Transition, statement to the Scottish Parliament, 2 November 2023 (text as published by the Scottish Government)
Gov response: The remaining thirteen recommendations cover a range of areas relating to the governance and delivery of light rail projects. While these recommendations are directed squarely at project leads and Local Authority officials, there is a …
Noted
37 — Protocol for organisational change transitions
Recommendation: Organisational change that alters or transfers responsibilities and accountability carries significant risk, which can be mitigated only if well managed. We recommend that an explicit protocol be drawn up setting out how such processes will be managed in future. This …
Words of: Department of Health, Learning not blaming (Cm 9113), government response to the Morecambe Bay Investigation and two other reports, July 2015
Gov response: 100. We accept this recommendation. We agree that these are important concepts, and indeed a number of protocols were drawn up and widely communicated in managing changes to the health system in 2012. The Department …
Accepted
RHI-22 — Proactive DoF Monitoring
Recommendation: Particularly where a policy initiative is demand-led, novel, complex and/or likely to be lengthy, consideration should be given to increasing Department of Finance involvement from an early stage and on an ongoing basis, including a more proactive role in monitoring …
Words of: Northern Ireland Executive, Executive Response to the RHI Inquiry Report Recommendations and Action Plan, Annex A, 7 October 2021
Gov response: These recommendations can be accepted in full. It is important to note that public expenditure in NI is governed by the UK Budgeting rules set by HM Treasury. These rules mean that there is limited …
Accepted
No update 2+ yrs
RHI-2 — Novel Policy Scrutiny
Recommendation: Novel, potentially volatile and untested initiatives should in future be scrutinised thoroughly, well ahead of ministerial and business case approval. The Inquiry commends processes such as a 'starting point Gateway assessment' and, at a suitable point, a 'feasibility signoff' completed …
Words of: Northern Ireland Executive, Executive Response to the RHI Inquiry Report Recommendations and Action Plan, Annex A, 7 October 2021
Gov response: These recommendations can be accepted in full. Some elements are addressed in existing guidance, including: • the role of the Senior Responsible Officer in respect of the delivery of a project or programme; • existing …
Accepted
No update 2+ yrs
HIDD-49 — Develop system for allocating project priority to prevent safety compromise
Recommendation: BR shall develop an adequate system of allocating priority to projects to ensure that safety standards are not compromised by delay.
Unknown
HIDD-32 — Establish direct reporting line for Testing Engineer to overall scheme charge
Recommendation: BR shall ensure that the Testing Engineer shall be ultimately responsible to the person in overall charge of the scheme, but not through the Project Manager.
Unknown
HIDD-31 — Require external work to be contractual, specified by Project Manager
Recommendation: BR shall ensure that where work is required from areas outside the command of the person in overall charge, that work should be carried out on a contractual basis to a specification provided by the Project Manager.
Unknown
HIDD-30 — Project Manager responsible for the whole project within budget and timescale
Recommendation: The Project Manager nominated in 29 above shall be responsible for the execution within budget and timescale of the whole project from the original estimate preparation to the project completion. He shall report to the person in overall charge as …
Unknown
HIDD-29 — Person in overall charge of new works to nominate a Project Manager
Recommendation: BR shall ensure that new works schemes in future shall have one clearly identified person in overall charge of all aspects of the project who would nominate a Project Manager from within his chain of command. For predominantly signalling schemes …
Unknown
F286 — Impact assessments before structural change
Recommendation: Impact and risk assessments should be made public, and debated publicly, before a proposal for any major structural change to the healthcare system is accepted. Such assessments should cover at least the following issues: What is the precise issue or …
Speaker not recorded. Source: Department of Health, Hard Truths: the Journey to Putting Patients First, volume 2 (Cm 8777-II), November 2013
Gov response: Accepted. It is good practice for all major changes of policy and of system structure to be carefully considered and taken forward on the basis of a clearly defined purpose and with a clear and …
Accepted
In progress
36 — Impact assessment of policy changes
Recommendation: The cumulative impact of new policies and processes, particularly the perceived pressure to achieve Foundation Trust status, together with organisational reconfiguration, placed significant pressure on the management capacity of the University Hospitals of Morecambe Bay NHS Foundation Trust to deliver …
Words of: Department of Health, Learning not blaming (Cm 9113), government response to the Morecambe Bay Investigation and two other reports, July 2015
Gov response: 97. We accept this recommendation in principle. We acknowledge the Investigation's findings that the pursuit of Foundation Trust status distorted management capacity and priorities at Morecambe Bay. 98. In response to the failings at both …
Accepted in part