confirms the need for the delivery of the service outcomes proposed;

confirms that there is government and departmental/agency commitment to meeting the service need;

ensures that the service and project objectives are fully enunciated;

ensures investigation of all alternatives to procurement projects for meeting the perceived need;

confirms whether a procurement project or program is the appropriate means of providing service outcomes;

confirms that there has been a comprehensive investigation of alternative procurement methods including integration with service outcomes required of other departments or agencies (‘joined-up’ government);

reviews plans for developing a business case, including financial and economic analysis, value management, risk management, stakeholder consultation, project management and change management; and

confirms resources (including funding) are available to develop a sound case for government consideration for approval.

confirm that the business case is robust – that is, in principle it meets service needs, is affordable, achievable, that appropriate options have been explored, and that the project is likely to achieve value for money;

establish that a feasibility/options study has been completed satisfactorily – including financial analysis meeting Treasury requirements, and that a preferred way forward has been identified;

confirm that the implementation of the project is based on open and active communication with all major stakeholders represented;

ensure that the major risks have been identified, that outline risk management plans have been developed and estimated costs of risks are included in the project budget;

confirm that, for major asset initiatives, alternative delivery methods have been evaluated, for example. Partnerships Victoria private/public operation versus a government-funded project;

confirm that the scope and project objectives are realistic, clear and unambiguous;

establish that, in formulating the proposed project, impacts on suppliers and their ability to deliver has been fully considered;

establish that robust plans for managing the next stage of the project are in place;

establish that stakeholders were considered in formulating the project;

review stakeholder opinions and establish that plans are in place for ongoing stakeholder consultation;

review and validate assessment of assumptions made about the project; and

review the analysis of economic, social and environmental impacts and confirm that the project meets government’s current objectives.

confirm that the proposed project aligns with the business case and will deliver the service outcomes within the budget allocated;

ensure that the procurement strategy is robust and appropriate and has been established through authorised departmental/agency processes;

establish that comprehensive plans for managing the project during the delivery process have been developed and are implemented;

review risk management plans and establish that all major risks have been considered and plans for risk management are established, including budgetary provisions;

ensure that supplier capacity and past performance have been realistically evaluated in developing the proposed procurement strategy;

review benchmarks established to evaluate the project’s success in delivering service outcomes;

assess the appropriateness of the proposed contracting methodology and likelihood of its success in delivering the project and satisfying broader government policies;

ensure the procurement method is in place; and

ensure the site has been secured and all other pre-procurement actions are in hand.

confirm the business case and benefits plan when the bid information is confirmed;

check that all necessary statutory and procedural requirements were followed throughout the procurement process;

confirm that the recommended contract decision – if properly executed within a standard lawful agreement – is likely to deliver the specified outputs/outcomes on time, and within budget and will provide value for money;

ensure that management controls are in place to manage the project through to completion;

ensure there is continuing support for the project;

confirm that the approved procurement strategy has been followed;

confirm that the development and implementation plans of the client and the supplier or partner are sound and achievable;

check that the business is prepared for developing any new processes where required, and has prepared for implementation, transition and operation of new services/facilities;

confirm that there are plans for risk management, issue management and change management (technical and business) and that these plans are shared with suppliers; and

confirm that the technical implications, such as ‘buildability’ for construction projects and, for IT-related projects, the impact of e-government frameworks, have been addressed.

check that the current phase of the contract and all documentation is properly completed;

ensure that the contractual arrangements are up-to-date;

check that the business case is still valid and unaffected by internal and external events or changes;

check that the originally projected business benefit is likely to be achieved;

confirm that there are processes and procedures to ensure long-term project success;

confirm that all necessary testing is done to the client’s satisfaction (e.g. commissioning of buildings, business integration and user acceptance testing) and that the client is ready to approve implementation;

check that there are feasible and tested contingency and reversion arrangements;

ensure that all ongoing risks and issues are managed effectively and do not threaten implementation;

evaluate the risk of proceeding with the implementation if there are any unresolved issues;

confirm the business has the necessary resources and that it is ready to implement the services and the business change;

confirm that the client and supplier implementation plans are still achievable;

confirm that there are management and departmental controls to manage the project from implementation to operation;

confirm that all parties have agreed plans for training, communication, roll-out, production release and support as required;

confirm that all parties have agreed plans for managing risk;

confirm that there are reciprocal plans for managing the working relationship, with reporting arrangements at appropriate levels on both the department/agency and the supplier side; and

check that lessons for future projects are identified and recorded.

confirm that post-completion review and post-occupancy evaluation have been carried out and the findings disseminated to participants in the procurement chain;

assess whether the project has met business case goals and whether claimed operational benefits have been realised;

review the adequacy of funding arrangements for ongoing operation and management of the project;

establish the benefits of applying Gateway Reviews and government procurement processes to the project;

identify improvements that might be made to existing procurement processes, as a result of experience from this project;

if ongoing contract management is required, review the adequacy of client and supplier resources for the task;

identify any deviations from the business case for the project;

confirm that plans are in place for future renewal of the procurement project;

review the adequacy of risk management plans for the project;

review the adequacy of project change management plans;

review the extent to which the project met stakeholder requirements; and

review the project one year after it has been completed, and on a three-year cycle for the life of the project thereafter, to ensure the ongoing benefits of the project.