Final | October 2018 | v1.0.0 | OFFICIAL-Public | QGCIO


Identifying the current investment in digital and ICT related initiatives will provide the agency with greater visibility of digital and ICT related initiatives including the performance of current initiatives in terms of cost, risk, schedule, quality and the degree to which benefits are being delivered.

Practitioners must work with the portfolio function and with the business to capture the existing programs and projects that include significant digital or ICT investment components


A practitioner in the context of this guideline can include one or more of the following roles:

  • Digital and ICT strategic planners
  • Agency and service strategic planners
  • Investment or portfolio specialists
  • Benefits specialists
  • Business analysts.

Digital and ICT initiatives

The information required to identify the current digital and ICT related programs and projects may be readily available in agency through existing sources of information including:

  • Annual ICT profile information submitted to the Queensland Government Chief Information Office as part of the Queensland Government ICT profiling standard.
  • Agency portfolio dashboards and portfolio reports
  • Program and project registers available from the program and project management offices or program and project delivery areas of the agency.
  • Agency operational plans
  • Agency performance reports that show the current status of significant initiatives
  • Agency capital plans.

Where the information in not readily available or is old or incomplete, practitioners may need to survey the organisation or conduct interviews with senior representatives from the business.

The Queensland Government ICT profiling standard outlines a number of attributes to be considered when capturing information relating to digital and ICT initiatives. These include but are not limited to:

  • Initiative name
  • Unique program or project identifier
  • Investment objectives
  • Initiative type
  • Program name
  • Initiative stage
  • Actual start date
  • Original planned end date
  • Planned end date
  • Percentage complete
  • Assurance level
  • CBRC funding amount
  • Actual cost to date
  • Planned expenditure current financial year
  • Original total estimated expenditure
  • Revised total estimated expenditure
  • Ongoing expenditure per annum
  • Primary driver
  • Priority
  • Cranfield classification (refer to the following section regarding categorisation)
  • Benefits
  • Model of service delivery (e.g. as-a-service).


The Management of Portfolios Methodology recommends the categorisation of initiatives that the investment can be more easily understood and analysed. Examples of categorisation may include alignment against the current strategic objectives of the agency lines of service delivery, or model of service delivery (e.g. as-a-service, in-house developed) for example. Another good example of categorisation includes the potential strategic contribution that initiatives deliver in accordance with four strategic investment categories first developed by Cranfield University.

These categories include:


Investment in initiatives which are critical to sustaining future business strategy. For example, these may represent investment in replacing key operational systems, expanding the capability currently delivered or offering completely new capability for the agency.

High potential

Investment in initiatives which may become more important in achieving future success. For example, initiatives that are pilots or innovation opportunities may be represented in this category.

Key operational

Investment in initiatives on which the agency currently depends for success. For example, these would represent the initiatives, systems, infrastructure and services that currently support the front-line services of the agency.


Investment in initiatives which are valuable but not critical to success. For example, these may include many of the investments that support the corporate and administration functions of the agency, or foundational infrastructure.

What is effective about the above categorisation is it highlights the level of investment that is largely operational or ‘keeping the lights on’, versus strategic investment that has the potential to deliver new capability for the organisation.

Next steps

The Management of Portfolios methodology recommends collating the program and project information into an interim report for executive management that provides a clear view on the contents of the portfolio, any apparent overlaps and duplication, and the associated costs, dependencies, resource requirements, forecast benefits and strategic contribution. An alternative for planning purposes might be to prepare a presentation for executive management that may also form part of the introduction to later ICT planning workshops in the vision and strategy workstreams.




Queensland Government ICT profiling standard

ICT work plan

Last Reviewed: 03 September 2019