Posts
Occasional writing when there's something worth saying. No schedule, no filler.
2026
Sometimes the risk is not that no one reports. It is that reports, advice and reviews keep moving while senior decision-makers receive an account that does not match the delivery evidence.
Service Victoria had more services online and high satisfaction among users who completed transactions. But the Victorian Auditor-General’s Office found in its 2026 follow-up that later activity measures could not show whether the platform was delivering the transaction savings set out in its original business case.
Queensland and Victoria both publish public data on digital projects. The first Public Digital Projects Pulse brings those datasets into one dated, repeatable baseline.
A field experiment found that detailed donor profiles and socioeconomic data added almost nothing to a targeting model. Public geospatial data, applied to a list of the charity's past donors, was enough.
An ACT audit found a government CRM that went largely unused despite likely spending above $1.46 million, and put its failure down to governance and unmade decisions rather than the technology. Nonprofit guidance points to the same decisions a fundraiser has to make before a CRM is configured.
The NSW Audit Office's IPOS report shows a low-confidence gateway warning before contract award, later supplier non-delivery and a programme reset. Assurance can identify unresolved delivery risk, but governance decides whether the next decision changes in response.
Governance obligations don't disappear when you defer them. They compound.
ANAO found Land 400 Phase 3's schedule reporting overstates progress and obscures slippage. The finding traces to a procurement departure that was not clearly communicated to government. When the delivery model changes, three things need to reset.
Uber's AI coding spend hit enterprise software scale before anyone built procurement governance for it. Three questions PMs should check in their 2026 cost baselines.
When AI compresses build time, the bottleneck doesn't disappear. It moves upstream to requirements. And in COTS delivery, requirements were already the hard part.
Integration projects don't fail because of HL7 or FHIR. They fail because nobody designed the governance for a programme where three vendors share a boundary and none of them own it.
What actually happens when you walk into a programme that's RED — and the three structural patterns you have to find before anything else.
Contract management and business relationship ownership are different functions. Most organisations conflate them — and the vendor benefits.
When one person enforces quality, manages the relationship, and holds the budget — the vendor wins every argument.
A structured email system for delivery leaders who process 200 emails a day and still need time to think.
The word for what's missing in toxic workplaces — and how to get it back.