Grant Thornton collaborates with TVI to fast-track digital innovation

NISTA’s latest Major Projects Annual Report has just rated the UK’s 189 largest government programmes, a £924.2 billion portfolio expected to deliver £603.6 billion in benefits. Of those 189, only 29, 15%, are rated green, meaning delivery confidence is high with no major issues in sight. 58% are amber. 18% are red. If you sat on the delivery side of any one of them, none of that would surprise you. What’s worth paying attention to is what moved this year, and what it says about where the fix actually lives.

The number that matters more than the snapshot

Twenty-six projects successfully exited the portfolio this year, up from 14 the year before, and 18 projects moved from amber to green. One even moved from red all the way to green. A single-year rating is a snapshot of where a programme happens to be standing. A move from amber to green is evidence that something was actually donedifferently, and eighteen instances of that in one year is not noise.

Where the improvement actually happened

Seventy per cent of this year’s exits came from Government Transformation and Service Delivery projects, the category built around digital and process change rather than physical construction. That’s notable. These are exactly the programmes where the difference between amber and green usually comes down to the unglamorous basics: clear governance, realistic planning and sequencing, and someone operationally accountable for the link between change activity and outcome. Infrastructure and Construction remains the largest category by cost at £450 billion, and Military Capability the largest by scale of ambition, but it’s the transformation programmes that show what disciplined delivery does when it’s applied properly.

Why the amber majority is the real story

58% amber is not a crisis rating, and it shouldn’t be read as one. It’s the holding pattern most complex programmes sit in for long stretches (and I speak from personal experience), dependent on decisions, funding profiles or delivery risks that haven’t yet resolved either way. The real question a 58% amber figure raises isn’t “why aren’t these programmes green,” it’s “what determines whether an amber programme moves toward green or drifts toward red.” This year’s data gives a partial answer: the programmes that moved were disproportionately the ones where delivery discipline, not just funding or ambition, was strengthened. Amber itself is not the problem; amber without a clear route to green can become a permanent condition.

What this means if you’re running one of these programmes

If your programme sits in the amber 58%, the lesson from this year’s movers is specific rather than general. It isn’t “get more funding” or “set a more ambitious target,” both of which were almost certainly already true. It’s the operational layer underneath: whether governance is clear enough that decisions get made at the right level, whether sequencing reflects what the delivery team can actually absorb, and whether someone owns the connection between what’s being delivered and the benefit it was meant to produce. The Chief Secretary to the Treasury put it plainly this year: building things in the UK has felt too difficult, too expensive, too complicated, too slow. The 26 exits and 18 upgrades are the evidence that this is fixable at the level of individual programmes, not just at the level of national strategy.

Where TVI fits in

This is the layer we work in every day: embedding with client teams to bring the governance, sequencing and delivery discipline that moves a programme from amber toward green, and staying close enough to the detail that “on track” means something more than a status update. If your organisation is running a digital programme that’sbeen sitting in amber longer than it should, that’s a conversation worth having now, while there’s still time to change the trajectory.

Get in touch with Triple Value Impact to talk about what it would take to move your programme toward green.