The Treasury has responded to accusations that its IT projects are running a total of 17 years and three months late
Delayed projects include the Child Trust Fund (six months late) and the Pension Schemes project (one year behind schedule), according to a list compiled by the Liberal Democrats.
Other delays affect implementation of BS7799 compliance for information security in the Government's Actuary department, which is over three years behind schedule, and eContact Exploitation, which is expected to be five months late.
The list was compiled after the financial secretary for the Treasury, John Healy, answered a question on IT projects from Liberal Democrat shadow chancellor Dr Vincent Cable by referring him to the House of Commons library.
A spokesperson for the Treasury told GC News on 13 October 2006: "The list holds around 80 projects and 70 percent of those are on time.
"Simply adding a list in this way without taking account of the various sizes and priorities of the projects massively oversimplifies the delivery of vital public services.
"The Tories and Lib Dem methodology is nonsense and ignores the huge benefits that are being accrued from embracing IT."
Cable said: "With the Treasury, who are allegedly the guardian of government efficiency programmes, finding it so difficult to keep IT projects on schedule, it would be utter madness to go ahead with further large IT projects such as the ID cards."
Theresa Villiers, Conservative shadow chief secretary to the Treasury, commented: "These latest figures demonstrate just how Gordon Brown has managed to spend so much and achieve so little. If he can't run an IT project, how's he going to run the country?"






Talkback
Hi!
I'm a Hungarian journalist and I loved this story because it gave me a perfect idea: we should also grill our ministries about their IT-scedules.
Thanks a lot
Isaac
I was interested, but not at all surprised to read that government IT projects are running late by 17 years.
It’s high time to move away from the idea that software development is an “art form” and start recognising it as a managed business process which can be successfully regulated and managed like any other project within the business. Companies involved in IT projects – in the private as well as in the public sector – ignore this at their own peril.
This unfortunate statistic is the best example that poor software quality has enormous consequences yet it’s still not taken as seriously as it should. The barriers between business development and quality assessment need to be broken down solve quality issues earlier in the lifecycle of the project. It is imperative that the government focus on pre-deployment and preventing issues early - not finding and fixing later on - to ensure that IT projects are delivered on time and on budget.
Steve Gedney, MD, Borland UK