NSW Gateway Review System

Australia (New South Wales)

vDigital NSW DSSA guideline and workbook set version 3 (April 2026); Infrastructure NSW Gate 0 workbook version 7 (March 2026), Gate 5 and Health Check in Delivery workbooks version 3 (June 2021)

8 domains

449 controls

The NSW Government's gateway review system: what delivery agencies are expected to show and review teams probe at Gate 0, Gate 2, Gate 3, Gate 5, Gate 6, the Health Checks and the Rapid Assurance Review for digital projects, with the Infrastructure NSW key focus areas at Gate 0, Gate 5 and the delivery Health Check, and the steps for initiating and conducting a review.

Verified

NSW Gateway Review System is a compliance framework from Australia (New South Wales) with 8 domains and 449 controls. The largest domains are Health Check reviews – NSW Gateway Review System (165 controls), Gate 3: Pre-execution – NSW Gateway Review System (70 controls), Gate 5: Pre-commissioning and readiness for service – NSW Gateway Review System (67 controls). Every control below carries what it requires and what an assessor expects to see.

Maintained by Gerard Blokdyk

Framework summaries on this platform are interpretations grounded in the published source, for educational and compliance planning purposes. They do not reproduce or replace the official standards. Refer to the authoritative source for the definitive text. Framework names and trademarks belong to their respective organisations.

Framework Domains (8)

Gate 0: Go/No-go (project initiation) – NSW Gateway Review System

17 controls

Controls in the Gate 0: Go/No-go (project initiation) – NSW Gateway Review System domain of NSW Gateway Review System: 17 controls
Code	Title	Description
nsw-gateway-review-system::DSSA-G0-3.2	Registering and initiating a Gate 0 review	Delivery agencies should register digital projects early in the lifecycle with Digital NSW where the value exceeds $5 mi...
nsw-gateway-review-system::DSSA-G0-3.3	Agency ownership of the gateway review	The delivery agency is accountable for starting the gateway review at the right point in the lifecycle. The review shoul...
nsw-gateway-review-system::DSSA-G0-3.3.1	Mandatory documents for the Gate 0 review	The delivery agency must provide the project registration record from the Reporting and Assurance Portal and a completed...
nsw-gateway-review-system::DSSA-G0-3.3.2	Optional supplementary project information	Delivery agencies may choose to supply a limited amount of extra project information, such as an executive or board pres...
nsw-gateway-review-system::DSSA-G0-4.1	Running the Gate 0 review	The review should begin after the project is registered with the Digital NSW Assurance Portal and DARAG has assessed its...
nsw-gateway-review-system::DSSA-G0-4.2	Committee interviews and overall rating	The committee interviews the delivery agency and relevant stakeholders to complete the final draft report, writes the re...
nsw-gateway-review-system::DSSA-G0-4.7	Assessing objectives and scoring focus questions	Reviews should match the earliest development stage, so detailed documentation, scoping, options analysis and economic a...
nsw-gateway-review-system::DSSA-G0-7.2.1	Strategic need and early risk identification	The agency should show that the proposal answers a documented enterprise risk or a strategic planning need, and that it...
nsw-gateway-review-system::DSSA-G0-7.2.2	Urgency, end user need and benefits	The agency should name the stakeholders and end users affected by the change and show how their views fed into the servi...
nsw-gateway-review-system::INSW-G0-AFFORDABILITY	Cost range and funding for next stages	The agency should give the committee an estimated cost range for the coming stages, covering work up to the preliminary...
nsw-gateway-review-system::INSW-G0-ALTERNATIVES	Consideration of non-asset and existing asset options	The agency should demonstrate that, at a level suited to the feasibility stage, it has weighed non-asset responses such...
nsw-gateway-review-system::INSW-G0-GOVERNMENT-PRIORITY	Alignment with a stated government priority	The agency should show how the state government has recognised the project as a strategic priority, and the review team...
nsw-gateway-review-system::INSW-G0-INITIATING-THE-REVIEW	Registering and initiating before development	The agency registers the project and starts the Gate 0 review before preliminary business case work begins, and must not...
nsw-gateway-review-system::INSW-G0-MANDATORY-DOCUMENTS	Gate 0: documents and approvals that are mandatory	The senior responsible officer should approve the papers sent for review. The agency must supply the Assurance Portal re...
nsw-gateway-review-system::INSW-G0-PLANNING-INTERFACES	Planning pathway and project dependencies	The agency should explain the planning issues and dependencies that affect development and delivery, including links to...
nsw-gateway-review-system::INSW-G0-STRATEGIC-ASSET-MANAGEMENT	Priority in approved asset planning	The agency should show that the project appears in its approved asset planning submission, such as a SAMP, an AMP or sup...
nsw-gateway-review-system::INSW-G0-URGENCY	Criticality and urgency of the service need	The agency should demonstrate how critical the service need or problem is and how soon the community requires it, taking...

Gate 2: Business case – NSW Gateway Review System

66 controls

Controls in the Gate 2: Business case – NSW Gateway Review System domain of NSW Gateway Review System: 66 controls
Code	Title	Description
nsw-gateway-review-system::DSSA-G2-3.2	Initiating a Gate 2 review	Initiation requires the project to be registered on the ICT portal (DSSA) first, ideally six weeks before the review beg...
nsw-gateway-review-system::DSSA-G2-3.3.1	Mandatory documents for the review	The agency must hand over the mandatory pack: the original strategic business case body, a summary presentation of scope...
nsw-gateway-review-system::DSSA-G2-3.3.2	Required project information	Required information is the standard project documentation set out in section 7 of the guideline. The agency supplies it...
nsw-gateway-review-system::DSSA-G2-4.1	Gate 2 review approach	A Gate 2 review follows registration on the DCS portal and sponsor approval of the full business case. The reviewer team...
nsw-gateway-review-system::DSSA-G2-4.2	How the Gate 2 review is conducted	The reviewer team interviews the agency and relevant stakeholders, drafts the recommendations and sets the report's over...
nsw-gateway-review-system::DSSA-G2-4.7	Coverage of review objectives	The reviewer team should assess every Gate 2 objective, record whether it applies and whether it is met, partially met o...
nsw-gateway-review-system::DSSA-G2-7.2.1	Delivery options assessed against needs and priorities	The agency should show it examined the full range of ways to deliver the work, including doing it with its own staff, an...
nsw-gateway-review-system::DSSA-G2-7.2.10	Time, cost and resourcing implications assessed	The agency should show it has weighed the cost and duration implications of its chosen approach, with a fully priced cos...
nsw-gateway-review-system::DSSA-G2-7.2.11	Acceptance that early work may be discarded	Stakeholders should understand and accept that some development may later be set aside and that approaches can change, w...
nsw-gateway-review-system::DSSA-G2-7.2.12	Capacity to run parallel developments	Where more than one development methodology is in play, the agency should show it has the capability and capacity to run...
nsw-gateway-review-system::DSSA-G2-7.2.13	Development aligned with change portfolio	The agency should show its development plans have been compared with the wider change portfolio and strategy and are con...
nsw-gateway-review-system::DSSA-G2-7.2.2	Shared understanding of business needs	The delivery agency and everyone involved in delivering the work should demonstrate the same understanding of what the b...
nsw-gateway-review-system::DSSA-G2-7.2.3	Requirement specification reflects agreed outcomes	The delivery agency should produce a requirement specification that faithfully captures the intended outputs and outcome...
nsw-gateway-review-system::DSSA-G2-7.2.4	Alignment with whole-of-government ICT direction	The agency should show the project has been measured against whole-of-government ICT policy, standards and priorities, u...
nsw-gateway-review-system::DSSA-G2-7.2.5	Delivery influences identified and handled	The delivery agency should explain which factors shape its delivery strategy, and how those factors, together with effic...
nsw-gateway-review-system::DSSA-G2-7.2.6	Strategy supports communication and cooperation	The delivery strategy should show how it enables communication and cooperation between all parties, with defined perform...
nsw-gateway-review-system::DSSA-G2-7.2.7	Delivery methodology chosen and agreed	The agency delivering the project should be able to justify the methodology it picked, whether waterfall, agile or a mix...
nsw-gateway-review-system::DSSA-G2-7.2.8	Culture ready for the chosen method	The agency should show staff from project teams up to board level grasp what the chosen methodology implies, supported b...
nsw-gateway-review-system::DSSA-G2-7.2.9	Stakeholders understand strategy and commitments	Stakeholders should demonstrate they understand the delivery strategy, the resources it commits and the governance aroun...
nsw-gateway-review-system::DSSA-G2-7.3.1	Business case aligned with Treasury guidance	The agency should demonstrate that its business case follows NSW Treasury policy TPP18-06, or whatever version has repla...
nsw-gateway-review-system::DSSA-G2-7.3.10	Business change risks owned and planned	The agency should show the risks and issues arising from business change are logged with an owner and a management plan,...
nsw-gateway-review-system::DSSA-G2-7.3.11	ICT security requirements identified early	The agency should show it has worked with its security teams to identify likely requirements, taking account of agency c...
nsw-gateway-review-system::DSSA-G2-7.3.12	Stakeholder support and delivery commitment	The agency should show stakeholders back the project and that it still holds the skills and experience the work requires...
nsw-gateway-review-system::DSSA-G2-7.3.13	Benefits agreed and a plan to realise them	The agency should show that benefits are stated clearly and agreed with stakeholders, that a plan exists at the outset f...
nsw-gateway-review-system::DSSA-G2-7.3.14	Process for managing organisational change	The agency should show a defined process for managing organisational change, supported by a change plan built jointly wi...
nsw-gateway-review-system::DSSA-G2-7.3.15	Affected business units shape the change plan	The agency should show how the business units affected by the change took part in developing the change management plan.
nsw-gateway-review-system::DSSA-G2-7.3.16	Change identified, assessed and communicated	The agency should show how changes arising inside and outside the agency are identified, assessed, communicated and mana...
nsw-gateway-review-system::DSSA-G2-7.3.17	Formal ICT governance endorsed by the Sponsor	The agency should show a formal ICT project governance process exists, is endorsed by the Project Sponsor, supports effe...
nsw-gateway-review-system::DSSA-G2-7.3.18	Roles, responsibilities and delegations defined	The agency should show an organisational model setting out roles, responsibilities and authority delegations, tested aga...
nsw-gateway-review-system::DSSA-G2-7.3.19	Staff training needs planned	The agency should show it has identified the skills and experience the work needs, planned training and knowledge transf...
nsw-gateway-review-system::DSSA-G2-7.3.2	Business case validity and strategic fit	The agency should show its full business case is still valid, addresses a genuine business need, and supports the agency...
nsw-gateway-review-system::DSSA-G2-7.3.20	Change management controls operating	The agency should show its change management processes suit the methodology in use, with backlogs monitored against tole...
nsw-gateway-review-system::DSSA-G2-7.3.21	Business users empowered to effect change	The agency should show business users hold enough authority to make change happen, and that product managers and senior...
nsw-gateway-review-system::DSSA-G2-7.3.22	Progress tracking and corrective action	The agency should show progress is tracked and corrected where needed, with backlogs monitored, earned value measured pr...
nsw-gateway-review-system::DSSA-G2-7.3.23	Business case supported by documentation	The agency should show its business case rests on documentation that is adequate and relevant, matching the standard pro...
nsw-gateway-review-system::DSSA-G2-7.3.24	Project Sponsor has capacity to lead	The agency should show the Project Sponsor has the time and standing to be effective, appears in the governance structur...
nsw-gateway-review-system::DSSA-G2-7.3.3	Preferred option remains the right one	The delivery agency should confirm the preferred option is still the best choice, supported by stated assumptions about...
nsw-gateway-review-system::DSSA-G2-7.3.4	Whole-life value for money demonstrated	The agency should show the preferred option delivers value across the whole life of the asset, with cost bases agreed, t...
nsw-gateway-review-system::DSSA-G2-7.3.5	Whole-life funding affordable and supported	The agency responsible for delivery should be able to reconcile the whole-life cost forecast against the funding availab...
nsw-gateway-review-system::DSSA-G2-7.3.6	Contingency sized to project complexity	The agency should show its cost estimates and contingency match the complexity of the work, have been independently asse...
nsw-gateway-review-system::DSSA-G2-7.3.7	Cyber security protection costs included	The agency should show that spending on cyber security protection sits inside the product cost, whether directly or thro...
nsw-gateway-review-system::DSSA-G2-7.3.8	Realistic view of ability to succeed	The agency should show a realistic view of its capacity to succeed, informed by comparable projects, its own track recor...
nsw-gateway-review-system::DSSA-G2-7.3.9	Total project scope clearly defined	The delivery agency should produce an up to date definition of the total project scope, including the business change el...
nsw-gateway-review-system::DSSA-G2-7.4.1	Major risks and issues identified and costed	The agency should show that significant risks and issues, including strategic, political, commercial and legislative one...
nsw-gateway-review-system::DSSA-G2-7.4.2	Risk management plans and ownership	The delivery agency should produce a risk management strategy built on recognised practice, together with plans that ass...
nsw-gateway-review-system::DSSA-G2-7.4.3	Resolution of issues and risk actions	The agency should show that its issue and risk logs are reviewed with the project team on a regular cycle and that every...
nsw-gateway-review-system::DSSA-G2-7.4.4	External statutory and communication issues	The agency delivering the project should be able to list the external issues bearing on it, name the stakeholder attache...
nsw-gateway-review-system::DSSA-G2-7.4.5	Staff wellbeing and burnout prevention	The agency should demonstrate that practical measures operate within the team to protect wellbeing and lower the chance...
nsw-gateway-review-system::DSSA-G2-7.4.6	AI use and risk assessment	Where AI forms part of the solution, the agency should show a documented assessment of what it brings: bias that could u...
nsw-gateway-review-system::DSSA-G2-7.4.7	AI risk mitigation measures	The agency should show a mitigation for every AI risk it has identified: bias testing at intervals using varied data, fi...
nsw-gateway-review-system::DSSA-G2-7.5.1	Project control of cost and schedule	The agency should show, from its budget and timetable reporting, that work is running to the agreed schedule and that sp...
nsw-gateway-review-system::DSSA-G2-7.5.2	Causes of cost and time deviation	The agency responsible for delivery should be able to reconcile actual cost and elapsed time with the plan, explain what...
nsw-gateway-review-system::DSSA-G2-7.5.3	Actions to stop deviation recurring	The agency should show analysis of why past deviations happened and the actions agreed in response, held in project mana...
nsw-gateway-review-system::DSSA-G2-7.5.4	Assumptions from Gate 2 still unverified	The delivery agency should produce a log of assumptions that remain unverified since Gate 2 and a plan, with owners, for...
nsw-gateway-review-system::DSSA-G2-7.5.5	Budget fit to delivery burn rate	The agency should show that available funding covers the pace at which the team consumes budget, supported by financial...
nsw-gateway-review-system::DSSA-G2-7.6.1	Realism of the remaining stage plan	The agency should show that objectives, deliverables and milestones for the coming stage are set out and agreed by stake...
nsw-gateway-review-system::DSSA-G2-7.6.10	External dependencies into development work	The agency should show a coordinated arrangement that brings external dependencies into development work in time for the...
nsw-gateway-review-system::DSSA-G2-7.6.11	Status reporting set up for next phase	The agency should show that status reporting and the artefacts behind it are ready for the next phase, including the vis...
nsw-gateway-review-system::DSSA-G2-7.6.2	Reasonable timescales for the project	The agency should show that its timescales were checked with internal stakeholders and suppliers against business and le...
nsw-gateway-review-system::DSSA-G2-7.6.3	Time to fix faults and slippage monitoring	The agency should show that capacity is set aside for correcting defects and refactoring, that progress is monitored, th...
nsw-gateway-review-system::DSSA-G2-7.6.4	Activities defined and resourced for next phase	The agency should show a plan for the next phase covering roles, responsibilities, training needs, internal and external...
nsw-gateway-review-system::DSSA-G2-7.6.5	Team skills, experience and capacity	The delivery agency should produce a completed assessment of capability and capacity, with resources identified and secu...
nsw-gateway-review-system::DSSA-G2-7.6.6	Resources to hold momentum in mixed teams	The agency should show a resourcing strategy matched to the demand profile, every delivery resource costed into the budg...
nsw-gateway-review-system::DSSA-G2-7.6.7	Procurement procedure and strategy proposals	The agency should show its proposed procurement strategy and steps, including the effect on timescales and on supplier b...
nsw-gateway-review-system::DSSA-G2-7.6.8	End user readiness for transition	The agency should show research and engagement with the people affected, and a communications strategy that names the cu...
nsw-gateway-review-system::DSSA-G2-7.6.9	Data transfer, integration and exit planning	The agency should show that it has reviewed and found workable its plans for loading data into the new solution, joining...

Gate 3: Pre-execution – NSW Gateway Review System

70 controls

Controls in the Gate 3: Pre-execution – NSW Gateway Review System domain of NSW Gateway Review System: 70 controls
Code	Title	Description
nsw-gateway-review-system::DSSA-G3-3.2	Initiating a Gate 3 review	Before gate 3 can start the project must hold an approved business case, a settled procurement approach, governance arra...
nsw-gateway-review-system::DSSA-G3-3.3.1	Mandatory review documents	The delivery or accountable agency must give the reviewers the full text of the final business case, a project summary c...
nsw-gateway-review-system::DSSA-G3-3.3.2	Existing project information	The review should rest on documents the project already holds rather than material written for the occasion, with the ty...
nsw-gateway-review-system::DSSA-G3-4.1	How the review is approached	The review takes place after the procurement strategy has been settled, the contracts are ready, and both the business c...
nsw-gateway-review-system::DSSA-G3-4.2	Conduct of the review	The reviewer team should interview the agency and relevant stakeholders, produce the final draft, write recommendations...
nsw-gateway-review-system::DSSA-G3-4.7	Coverage of review objectives	The team should work through the nineteen gate 3 objectives and record for each one whether it applies to the review, th...
nsw-gateway-review-system::DSSA-G3-7.2.1	Delivery options weighed against needs and priorities	The agency should show that every realistic delivery option was examined, including use of its own staff, and that each...
nsw-gateway-review-system::DSSA-G3-7.2.10	Strategy supports communication and cooperation	The agency should demonstrate that the strategy supports communication and cooperation between all parties, brings suppl...
nsw-gateway-review-system::DSSA-G3-7.2.11	Supplier knowledge for likely success	The agency should show commercial intelligence on the market and candidate suppliers, an assessment of comparable projec...
nsw-gateway-review-system::DSSA-G3-7.2.12	Contract management strategy sound	The agency should show a contract management strategy covering the intelligent customer skills needed, the intended rela...
nsw-gateway-review-system::DSSA-G3-7.2.13	Contracts conform to NSW procurement rules	The agency should demonstrate that contracts conform to the NSW procurement framework on policy, value for money, compet...
nsw-gateway-review-system::DSSA-G3-7.2.14	Evaluation strategy is accepted and compliant	The agency should show that stakeholders have approved the evaluation criteria and models, that these are linked to busi...
nsw-gateway-review-system::DSSA-G3-7.2.15	Alignment with whole of government ICT policy	The agency should demonstrate that both the project and the solution it proposes comply with whole of government policy,...
nsw-gateway-review-system::DSSA-G3-7.2.16	Agency culture ready for delivery	The agency should demonstrate that staff from project teams up to board level understand what the chosen method implies,...
nsw-gateway-review-system::DSSA-G3-7.2.17	Stakeholders grasp method and commitments	The agency should show that key participants are trained and ready to start development, that the consequences of the me...
nsw-gateway-review-system::DSSA-G3-7.2.18	Time, cost and resource effects considered	The agency should show that outline costs of the approach were weighed against delivery needs, that it knows what busine...
nsw-gateway-review-system::DSSA-G3-7.2.19	Accepting that work may be discarded	The agency should show it accepts that early iterations may be thrown away and that long term planning is not always pos...
nsw-gateway-review-system::DSSA-G3-7.2.2	Delivery approach and method agreed with stakeholders	The agency should show a stated choice of waterfall, agile or hybrid delivery and stakeholder agreement to it, and where...
nsw-gateway-review-system::DSSA-G3-7.2.20	Capacity for parallel developments	The agency should demonstrate resourcing plans that state which staff are available and in what role, enough trained peo...
nsw-gateway-review-system::DSSA-G3-7.2.3	Shared understanding of business needs	The agency should demonstrate that requirements are written as defined outputs or outcomes, that success factors explain...
nsw-gateway-review-system::DSSA-G3-7.2.4	Specification mirrors agreed outputs	The agency should show that the requirement specification matches the intended outputs and outcomes, has been reviewed a...
nsw-gateway-review-system::DSSA-G3-7.2.5	Procurement options and supply sources assessed	The agency should demonstrate that sourcing choices were compared, that buying an output rather than component parts was...
nsw-gateway-review-system::DSSA-G3-7.2.6	Market appeal of the project	The agency should show market sounding, a realistic view of likely bidders and their capacity, confidence in its own abi...
nsw-gateway-review-system::DSSA-G3-7.2.7	Procurement procedure tested	The agency should demonstrate a justified procurement procedure, legal advice where needed, conformance with NSW procure...
nsw-gateway-review-system::DSSA-G3-7.2.8	Outline delivery strategy set out	The agency should show an outline delivery strategy stating why it was chosen and that stakeholders agreed it. It should...
nsw-gateway-review-system::DSSA-G3-7.2.9	Factors that shape the delivery strategy are handled	The agency should show which factors gave the delivery strategy its shape, and how the process was judged for efficiency...
nsw-gateway-review-system::DSSA-G3-7.3.1	Business case shows need and strategic fit	The agency should show that the business case sets out the need the project meets, that priorities still hold where outs...
nsw-gateway-review-system::DSSA-G3-7.3.10	Business change risks and issues understood	The agency should show that business change risks and issues are recorded with a management plan and an owner for each,...
nsw-gateway-review-system::DSSA-G3-7.3.11	Stakeholder support and agency commitment	The agency should demonstrate that stakeholders are involved and have endorsed the project, with roles and responsibilit...
nsw-gateway-review-system::DSSA-G3-7.3.12	Benefits agreed and realisation planned	The agency should show benefits stated clearly, an initial plan where improved service quality or savings over the expec...
nsw-gateway-review-system::DSSA-G3-7.3.13	Business units involved in change planning	The agency should show a change management plan built with stakeholders that explains how their views, organisational an...
nsw-gateway-review-system::DSSA-G3-7.3.14	Change across areas is identified and managed	The agency should show a management plan for stakeholders and communications that was developed jointly with stakeholder...
nsw-gateway-review-system::DSSA-G3-7.3.15	Roles, delegations and authority defined	The agency should show an organisational model setting out roles and responsibilities, delegations that stakeholders kno...
nsw-gateway-review-system::DSSA-G3-7.3.16	Training for delivery and front line staff	The agency should show a demand profile setting out the skills and experience needed, credible arrangements to cover sho...
nsw-gateway-review-system::DSSA-G3-7.3.17	Benefit changes affecting project value	The agency should show whether benefits have moved in a way that changes the project's value, supported by an updated be...
nsw-gateway-review-system::DSSA-G3-7.3.18	Ongoing strategy for planning benefits	The agency should demonstrate a current strategy for planning and managing benefits, with evidence that benefits have be...
nsw-gateway-review-system::DSSA-G3-7.3.19	Resources to keep momentum and fill gaps	The agency should show a resourcing strategy and plan aligned to the demand profile, that all needed resources sit in th...
nsw-gateway-review-system::DSSA-G3-7.3.2	Fit within the wider change portfolio	The agency should show its change management plans compared against the wider change portfolio or strategy.
nsw-gateway-review-system::DSSA-G3-7.3.20	Business as usual survives staff moves	The agency should show through its resourcing plan where staff are coming from and whether they are additional or existi...
nsw-gateway-review-system::DSSA-G3-7.3.21	Governance for progress and alignment	The agency should show a governance process to track and manage progress aligned to corporate and ICT strategy and to in...
nsw-gateway-review-system::DSSA-G3-7.3.22	Business change processes in place	The agency should show that the product backlog is watched regularly and that where tolerances are breached an escalatio...
nsw-gateway-review-system::DSSA-G3-7.3.23	Tracking, reporting and correcting progress	The agency should demonstrate that backlogs are monitored and realigned where needed, that earned value is measured, and...
nsw-gateway-review-system::DSSA-G3-7.3.3	Preferred option still justified	The agency should show the preferred option still holds up against assumptions about interdependencies, reliance on part...
nsw-gateway-review-system::DSSA-G3-7.3.4	ICT security requirements identified	The agency should demonstrate that security teams have been engaged and that the agency's cyber security standards, the...
nsw-gateway-review-system::DSSA-G3-7.3.5	Whole life value for money likely	The agency should show that cost bases and comparisons of delivery approaches were agreed with key stakeholders, that th...
nsw-gateway-review-system::DSSA-G3-7.3.6	Costs inside budget and funding affordable	The agency should show whole life costs reconciled with the available budget and accepted by stakeholders, and project c...
nsw-gateway-review-system::DSSA-G3-7.3.7	Cyber protection costs identified	The agency should show that the cost of suitable cyber security protection has been estimated where it applies.
nsw-gateway-review-system::DSSA-G3-7.3.8	Realistic view of ability to succeed	The agency should show it has compared itself with similar projects and organisations, assessed its record in delivering...
nsw-gateway-review-system::DSSA-G3-7.3.9	Total project scope clearly defined	The agency responsible for delivery should be able to produce an updated statement of the total project scope that inclu...
nsw-gateway-review-system::DSSA-G3-7.4.1	Identification and financial evaluation of major risks	The agency should demonstrate that significant risks and issues, including strategic, political, commercial and legislat...
nsw-gateway-review-system::DSSA-G3-7.4.2	Risk management plans and allocated ownership	The agency should show a project risk management strategy built on recognised practice, plus a management plan for each...
nsw-gateway-review-system::DSSA-G3-7.4.3	Resolution of identified issues	The agency should demonstrate that issues and risks are reviewed at regular intervals by the project team and that the a...
nsw-gateway-review-system::DSSA-G3-7.4.4	Handling external issues	The agency should show a register of external matters including statutory processes, environmental concerns and communic...
nsw-gateway-review-system::DSSA-G3-7.4.5	Cyber security risk identification and evaluation	The agency should demonstrate that threats to its information and systems have been identified alongside the weaknesses...
nsw-gateway-review-system::DSSA-G3-7.4.6	Staff wellbeing and burnout mitigation	The agency should show what measures are in place to protect staff wellbeing and reduce the risk of burnout across the d...
nsw-gateway-review-system::DSSA-G3-7.5.1	Project control over schedule and cost	The agency should demonstrate, from its budget and timetable reporting, that the project is running to plan and spending...
nsw-gateway-review-system::DSSA-G3-7.5.2	Explanation and reconciliation of deviations	The agency should show that any over or under run is reconciled against both the budget and the time plan and that the r...
nsw-gateway-review-system::DSSA-G3-7.5.3	Actions to prevent repeat deviations	The agency should show analysis of why deviations occurred and the steps planned to stop them recurring in later phases,...
nsw-gateway-review-system::DSSA-G3-7.5.4	Verification of Gate 3 assumptions	The agency should maintain a record of assumptions that remain unverified at Gate 3 together with the plan for testing e...
nsw-gateway-review-system::DSSA-G3-7.5.5	Time and tolerance for defect remediation	The agency should demonstrate that teams have tolerance and time to fix faults and refactor work, that progress is monit...
nsw-gateway-review-system::DSSA-G3-7.5.6	Impact of incremental planning on staff and schedule	The agency should show how progress and the backlog are monitored so it can tell whether its incremental planning approa...
nsw-gateway-review-system::DSSA-G3-7.5.7	Budget control and burn rate	The agency should demonstrate that financial management data is examined, that figures are produced regularly and ideall...
nsw-gateway-review-system::DSSA-G3-7.5.8	Consideration of AI use	The agency should show that it has assessed whether AI fits the service and weighed both the opportunities and the risks...
nsw-gateway-review-system::DSSA-G3-7.5.9	AI risk mitigation strategies	The agency should show the mitigation it has chosen for each AI risk. That should include periodic bias audits with vari...
nsw-gateway-review-system::DSSA-G3-7.6.1	A realistic plan for the stages that remain	The agency should demonstrate that the objectives, the deliverables and the milestones for the coming stage have been de...
nsw-gateway-review-system::DSSA-G3-7.6.2	Whether project timescales are reasonable	The agency should demonstrate that its timescales meet the needs of the business and of legislation, that they have been...
nsw-gateway-review-system::DSSA-G3-7.6.3	Next stage plans, defined and resourced	The agency should set out a plan covering roles, duties, training needs, resources drawn from inside and outside the age...
nsw-gateway-review-system::DSSA-G3-7.6.4	Skills and experience available to the team	The agency should show that the skills needed are available and that external expertise can be reached when required, th...
nsw-gateway-review-system::DSSA-G3-7.6.5	Preparing end users for transition	The agency should demonstrate that user research and engagement, together with its communications strategy, identify cus...
nsw-gateway-review-system::DSSA-G3-7.6.6	Legacy system data transfer, integration and exit	Where legacy systems exist, the agency should demonstrate that its plans for moving data, integrating with those systems...

Gate 5: Pre-commissioning and readiness for service – NSW Gateway Review System

67 controls

Controls in the Gate 5: Pre-commissioning and readiness for service – NSW Gateway Review System domain of NSW Gateway Review System: 67 controls
Code	Title	Description
nsw-gateway-review-system::DSSA-G5-3.2	Starting and preparing a Gate 5 review	Six weeks before the review week, the agency that is accountable or delivers the project confirms the project's readines...
nsw-gateway-review-system::DSSA-G5-3.3.1	Mandatory Gate 5 documents	The agency must supply a core set of records for the review: the main body of the final business case, a summary present...
nsw-gateway-review-system::DSSA-G5-3.3.2	Supporting information for the review	The material supporting the Gate 5 assessment should be the project's existing documentation, with the typical set liste...
nsw-gateway-review-system::DSSA-G5-4.1	Applying the Gate 5 approach	The reviewer team should use the workbook to judge how far the project meets its scope and stated objectives in the fina...
nsw-gateway-review-system::DSSA-G5-4.2	Conducting the Gate 5 review	The reviewer team interviews the accountable agency and other stakeholders as needed, then completes the final draft rep...
nsw-gateway-review-system::DSSA-G5-4.7	Coverage of Gate 5 review objectives	The reviewer team should work through the 22 Gate 5 objectives and record for each whether it applies to the review, the...
nsw-gateway-review-system::DSSA-G5-7.2.1	Continued need for the project	The agency should show that the project is still needed, that any movement in requirements since Gate 4 was formally app...
nsw-gateway-review-system::DSSA-G5-7.2.10	Remaining work held to the MVP	The agency should show that work still to be done is held to the minimum viable product, with the product backlog contro...
nsw-gateway-review-system::DSSA-G5-7.2.11	Delegations for decisions and budget	The agency should show who is allowed to make decisions and commit budget, for individuals and for groups alike, followi...
nsw-gateway-review-system::DSSA-G5-7.2.12	Operating model resourcing for the MVP	The agency should demonstrate that the resourcing inside the live service operating model is enough to run the minimum v...
nsw-gateway-review-system::DSSA-G5-7.2.13	Authority of business product managers	The agency should show that product managers hold enough authority and influence to make change happen inside the busine...
nsw-gateway-review-system::DSSA-G5-7.2.14	Further development and the service portfolio	The agency should be able to set out a strategy for developing the service further or widening the range of digital by d...
nsw-gateway-review-system::DSSA-G5-7.2.15	Reviewing needs and tracking benefits	The agency should show that user and business needs are reviewed on an ongoing basis and that benefits are tracked throu...
nsw-gateway-review-system::DSSA-G5-7.2.2	Business need met by the solution	The agency should show that the stakeholders have formally confirmed the operational service, facility or partnering arr...
nsw-gateway-review-system::DSSA-G5-7.2.3	Validity of the business case	The agency should hold a current project or program plan and business case that together explain how delivery will satis...
nsw-gateway-review-system::DSSA-G5-7.2.4	Post award changes and business change plans	The agency should show that variations arising between contract award and the close of transition or testing were assess...
nsw-gateway-review-system::DSSA-G5-7.2.5	Agency readiness for business change	The agency should demonstrate that preparation, transition and steady state plans are agreed and that ICT or new facilit...
nsw-gateway-review-system::DSSA-G5-7.2.6	Capacity to deliver and sustain services	The agency should show a resource plan that sets out capacity and skills and demonstrates that people are actually avail...
nsw-gateway-review-system::DSSA-G5-7.2.7	Skilled resources available for delivery	The agency should demonstrate firm commitments from inside and outside the agency for the people the project needs, posi...
nsw-gateway-review-system::DSSA-G5-7.2.8	Movements in benefits and project value	The agency should show whether the benefits set out in the business case have moved and to quantify what any movement do...
nsw-gateway-review-system::DSSA-G5-7.2.9	Strategy for planning and managing benefits	The agency should hold a benefits realisation strategy and register that name each expected benefit, explain how it will...
nsw-gateway-review-system::DSSA-G5-7.3.1	Risks and issues from contract award	The agency should show that every risk and issue recorded when the contract was signed has been closed, with nothing car...
nsw-gateway-review-system::DSSA-G5-7.3.2	Implementation risks and issues managed	The agency should show that risks arising in implementation are identified, quantified and managed, that whatever remain...
nsw-gateway-review-system::DSSA-G5-7.3.3	Weighing proceed against delay	Where issues remain open, the agency should be able to set out a risk management strategy consistent with good practice,...
nsw-gateway-review-system::DSSA-G5-7.3.4	Budget control and spending pace	The agency should show that the budget is under control from its financial management data, including whether spending n...
nsw-gateway-review-system::DSSA-G5-7.3.5	Consideration of AI use and risks	The agency should show it has worked through its use of AI explicitly, setting out the risks it assessed, namely bias an...
nsw-gateway-review-system::DSSA-G5-7.3.6	Mitigation of AI risks	The agency should show a mitigation for each AI risk it identified: bias checked by periodic audits and varied training...
nsw-gateway-review-system::DSSA-G5-7.4.1	Service meets acceptance criteria	The agency should demonstrate that the complete service or facility satisfies the acceptance criteria agreed for it, inc...
nsw-gateway-review-system::DSSA-G5-7.4.10	Alignment with government ICT policy	The agency should demonstrate that the project conforms to government-wide ICT policy, standards and priority settings.
nsw-gateway-review-system::DSSA-G5-7.4.11	Alignment with sustainability plan	The agency should demonstrate that the project is consistent with the NSW Government Sustainability Plan.
nsw-gateway-review-system::DSSA-G5-7.4.12	E-waste policy for replaced systems	Where an existing system or infrastructure is being replaced, the agency should demonstrate that NSW e-waste policy has...
nsw-gateway-review-system::DSSA-G5-7.4.13	Non-functional requirements proven by testing	The agency should demonstrate that non-functional requirements can be tested and that testing has been planned for them.
nsw-gateway-review-system::DSSA-G5-7.4.14	Progress tracked, reported and corrected	The agency should demonstrate a working mechanism to track progress, report it and put it right where correction is need...
nsw-gateway-review-system::DSSA-G5-7.4.15	Legacy data transfer and exit plans	Where legacy systems exist, the agency should demonstrate that plans for moving data, integrating with those systems and...
nsw-gateway-review-system::DSSA-G5-7.4.16	Incremental planning load on resources	The agency should demonstrate that the incremental planning approach is not overloading available resources or the sched...
nsw-gateway-review-system::DSSA-G5-7.4.17	Contingency for non-digital services	The agency should demonstrate that contingency arrangements and costed estimates exist for non-digital service options.
nsw-gateway-review-system::DSSA-G5-7.4.18	Effective change management and control	The agency should demonstrate that change is managed and controlled effectively.
nsw-gateway-review-system::DSSA-G5-7.4.19	Cyber security change managed well	The agency should demonstrate that change affecting cyber security has been managed successfully.
nsw-gateway-review-system::DSSA-G5-7.4.2	Project control against plan and budget	The agency should demonstrate that the work remains under control, with actual cost and schedule compared to the approve...
nsw-gateway-review-system::DSSA-G5-7.4.20	Lessons captured from past releases	The agency should demonstrate that lessons from earlier or public releases are identified systematically, kept and put t...
nsw-gateway-review-system::DSSA-G5-7.4.3	Stakeholder issues resolved and reported	The agency should demonstrate that matters raised by stakeholders have been dealt with and that stakeholders are being u...
nsw-gateway-review-system::DSSA-G5-7.4.4	Testing and commissioning completed	The agency should demonstrate that process testing, commissioning and acceptance or transition activity are finished, wi...
nsw-gateway-review-system::DSSA-G5-7.4.5	Parties accept commissioning and test results	The agency should demonstrate that the supplier and the agency as client both accept the commissioning and test outcomes...
nsw-gateway-review-system::DSSA-G5-7.4.6	Contingency and reversion plans tested	The agency should demonstrate that workable and rehearsed contingency, continuity and reversion arrangements exist for r...
nsw-gateway-review-system::DSSA-G5-7.4.7	Parties agree rollout and migration plans	The agency should demonstrate that internal and external parties have accepted the change management, migration and data...
nsw-gateway-review-system::DSSA-G5-7.4.8	Contract changes recorded and approved	The agency should demonstrate that contract changes were forecast where foreseeable and that each change is captured and...
nsw-gateway-review-system::DSSA-G5-7.4.9	Agency ready to manage the contract	The agency should demonstrate operational readiness to manage the contract, with the future contract management team eng...
nsw-gateway-review-system::DSSA-G5-7.5.1	Project elements ready for service	The agency should demonstrate that every project element is ready for service, including schedules, safety and handover...
nsw-gateway-review-system::DSSA-G5-7.5.10	End users prepared for transition	The agency should demonstrate that end users are adequately prepared for the transition, supported by user research and...
nsw-gateway-review-system::DSSA-G5-7.5.11	Effective move to business as usual	The agency should demonstrate that the shift from project to business as usual has worked, with support handover defined...
nsw-gateway-review-system::DSSA-G5-7.5.2	Ownership after handover understood	The agency should demonstrate that ownership of the service after handover is clear, with a business owner identified an...
nsw-gateway-review-system::DSSA-G5-7.5.3	Ready for new ways of working	The agency should demonstrate readiness to adopt new ways of working, with business processes tested and ready for go-li...
nsw-gateway-review-system::DSSA-G5-7.5.4	Long-term contract management in place	The agency should demonstrate that the long-term contract management process is in place, with performance managed, impr...
nsw-gateway-review-system::DSSA-G5-7.5.5	Benefits managed and measured	The agency should demonstrate a process for managing and measuring benefits, with responsibilities for realising them un...
nsw-gateway-review-system::DSSA-G5-7.5.6	Ongoing operation and maintenance considered	The agency should demonstrate that ongoing operation and maintenance has been considered, with infrastructure and applic...
nsw-gateway-review-system::DSSA-G5-7.5.7	Post-implementation review process	The agency should demonstrate that a process exists for post-implementation reviews, with the plan endorsed by the suppl...
nsw-gateway-review-system::DSSA-G5-7.5.8	Release and transition communications planned	The agency should demonstrate that communications for releases and live transition are planned, with non-functional capa...
nsw-gateway-review-system::DSSA-G5-7.5.9	Time for integration and readiness testing	The agency should demonstrate that time and resources are set aside for integrating the product and checking operational...
nsw-gateway-review-system::INSW-G5-INITIATING-THE-REVIEW	Initiating the Gateway Review	The delivery agency starts the review by approaching the relevant GCA Review Manager, having first obtained authorisatio...
nsw-gateway-review-system::INSW-G5-KFA1	Delivered scope matched to service need	The agency should show that the asset is built to the contracted scope, that the commissioning approach will meet the se...
nsw-gateway-review-system::INSW-G5-KFA2	Value for money and affordability assurance	The agency should show growing certainty about the final cost against the approved budget, including how contingency has...
nsw-gateway-review-system::INSW-G5-KFA3	Readiness for sustainability and network integration	The agency should show that social, environmental and economic sustainability commitments will be delivered and that out...
nsw-gateway-review-system::INSW-G5-KFA4	Governance through commissioning and handover	The agency should demonstrate that the governance structure has carried delivery and will stay effective through commiss...
nsw-gateway-review-system::INSW-G5-KFA5	Risk management for commissioning and operation	The agency should show that testing, commissioning and handover risks are being managed and that delivery risks are reti...
nsw-gateway-review-system::INSW-G5-KFA6	Stakeholder management for readiness	The agency should show that internal and external stakeholders are identified and engaged early so they support the proj...
nsw-gateway-review-system::INSW-G5-KFA7	Needs of the asset owner and change management	The agency should show that handover to the asset owner or operator from the delivery team is agreed and robust, that th...
nsw-gateway-review-system::INSW-G5-MANDATORY-DOCUMENTS	Required information and mandatory documents	At Gate 5 the delivery agency must provide a project presentation giving an executive overview and an Operational Readin...

Gate 6: Closure review – NSW Gateway Review System

48 controls

Controls in the Gate 6: Closure review – NSW Gateway Review System domain of NSW Gateway Review System: 48 controls
Code	Title	Description
nsw-gateway-review-system::DSSA-G6-3.2	Initiating a Gate 6 review	The accountable agency contacts the GCA review manager to start the review, and the GCA then appoints a lead reviewer an...
nsw-gateway-review-system::DSSA-G6-3.3.1	Mandatory documents for the review	The agency must provide the full main body of the final business case as originally approved, a summary presentation of...
nsw-gateway-review-system::DSSA-G6-3.3.2	Required information on benefits and lessons	Documents should exist that set out the benefits named in the final business case and show how each one is measured and...
nsw-gateway-review-system::DSSA-G6-3.3.3	Supporting information for the review	The agency should provide an updated final business case, close out records including financial completion, the benefits...
nsw-gateway-review-system::DSSA-G6-3.3.4	Alignment project briefing session	The GCA sets up the alignment session with the agency and the reviewer team so the team can take in the project and lear...
nsw-gateway-review-system::DSSA-G6-3.3.5	Collaboration on the draft report	The agency should produce the draft report jointly with the asset owner, the asset operator and any delivery agency invo...
nsw-gateway-review-system::DSSA-G6-4.1	Gate 6 review approach	The reviewer team should use the workbook to test the project against the objectives and scope set out in the final busi...
nsw-gateway-review-system::DSSA-G6-4.2	Conduct of the Gate 6 review	The review covers context, handover, lessons learnt and recommendations, and the reviewer team interviews the agency and...
nsw-gateway-review-system::DSSA-G6-7.2.1	Service operating within defined parameters	The agency should show that the live service runs within agreed operating parameters, that those parameters are revised...
nsw-gateway-review-system::DSSA-G6-7.2.10	Whole of government ICT policy alignment	The agency should demonstrate that the project has been assessed against whole of government ICT policy, standards and p...
nsw-gateway-review-system::DSSA-G6-7.2.11	Ongoing development release and deployment resourced	The agency should show that continuing development is funded and agreed, with either a firm end date and transition into...
nsw-gateway-review-system::DSSA-G6-7.2.12	Progress toward the target service model	The agency should demonstrate movement toward the intended service model, with interdependencies tracked, changes manage...
nsw-gateway-review-system::DSSA-G6-7.2.13	Checkpoints for ongoing deployment	The agency should show that checkpoints exist to decide on continued deployment, backed by arrangements that support con...
nsw-gateway-review-system::DSSA-G6-7.2.2	Service benchmarked or market tested	The agency should demonstrate that the service has been benchmarked or exposed to market testing in the way both parties...
nsw-gateway-review-system::DSSA-G6-7.2.3	Project documentation delivered and kept current	The agency should show that training material, programs and supporting documentation are delivered, kept current with no...
nsw-gateway-review-system::DSSA-G6-7.2.4	Governance and contractual relationships satisfactory	The agency should demonstrate a working client and supplier relationship, with scheduled reviews, documented and justifi...
nsw-gateway-review-system::DSSA-G6-7.2.5	Continuity in contract management and client knowledge	The agency should show that contract management knowledge survives staff turnover, through forward resourcing, successio...
nsw-gateway-review-system::DSSA-G6-7.2.6	Ongoing risk management plans current	The agency should demonstrate that risk management continues in operation, with an updated register and reporting, refre...
nsw-gateway-review-system::DSSA-G6-7.2.7	Change management effective	The agency should show an operating change process covering evaluation and approval of major proposals, a documented rou...
nsw-gateway-review-system::DSSA-G6-7.2.8	Relationship management effective	The agency should demonstrate planned engagement across all parties, with a meeting schedule and both formal and informa...
nsw-gateway-review-system::DSSA-G6-7.2.9	Training and support adequate	The agency should show that people in key posts hold suitable skills and experience, and that specialist expertise or ad...
nsw-gateway-review-system::DSSA-G6-7.3.1	Business Case still valid	The delivery agency should confirm that the Business Case remains aligned to agency strategy and priorities, is still af...
nsw-gateway-review-system::DSSA-G6-7.3.2	Benefits realised against expectations	The agency should demonstrate whether the benefits promised have been realised, covering success and performance criteri...
nsw-gateway-review-system::DSSA-G6-7.3.3	Business, user and stakeholder needs changed	The agency should show that business, end user and stakeholder needs have been compared with those recorded at earlier g...
nsw-gateway-review-system::DSSA-G6-7.3.4	Statutory, communications and personnel matters addressed	The agency should demonstrate that statutory obligations, communications, external relations, environmental matters and...
nsw-gateway-review-system::DSSA-G6-7.3.5	Users satisfied with the operational service	The agency should show that users are satisfied with the live service, identifying user groups, what they produce, how f...
nsw-gateway-review-system::DSSA-G6-7.3.6	Stakeholder needs review and benefits monitoring	The agency should demonstrate review of stakeholder needs and tracking of benefits, with records from interviews with ke...
nsw-gateway-review-system::DSSA-G6-7.3.7	Business Case reflects next period and lessons	The agency should show that the Business Case reflects the coming period's spending, deliverables and benefits, carries...
nsw-gateway-review-system::DSSA-G6-7.3.8	Stakeholders kept up to date	The agency should demonstrate that stakeholders receive current progress and planning information, supported by a commun...
nsw-gateway-review-system::DSSA-G6-7.4.1	Routes to improved value for money	The agency should show how better value for money will be obtained, whether by doing more for the same outlay, better qu...
nsw-gateway-review-system::DSSA-G6-7.4.2	Contracted processes compared with peers	The agency should demonstrate that its contracted processes have been compared with comparable organisations and arrange...
nsw-gateway-review-system::DSSA-G6-7.4.3	Commercial mechanisms provide incentives	The agency should show that commercial mechanisms create appropriate incentives, linking supplier payment to delivered b...
nsw-gateway-review-system::DSSA-G6-7.4.4	Forward plans affordable	The agency should demonstrate that its plans for the next five years, or until the next decision point, are affordable,...
nsw-gateway-review-system::DSSA-G6-7.4.5	Asset condition predicted for contract end	The agency should show a forecast of asset condition at contract end, with contract terms covering that condition and a...
nsw-gateway-review-system::DSSA-G6-7.5.1	Realistic SMART improvement targets	The agency should show that year on year improvement targets for the service are realistic and specific, measurable, ach...
nsw-gateway-review-system::DSSA-G6-7.5.2	Agency and supplier seek innovation	The agency should demonstrate that it and its supplier or partner actively pursue innovation, drawing on industry survey...
nsw-gateway-review-system::DSSA-G6-7.5.3	Planning cycle tracks performance improvement	The agency should show that performance improvement is tracked through the business planning cycle and key milestones, w...
nsw-gateway-review-system::DSSA-G6-7.5.4	Contract measures cover every aspect	The agency should demonstrate performance measures covering cost and value, customer satisfaction and performance, surve...
nsw-gateway-review-system::DSSA-G6-7.5.5	Measures show contract success	The agency should show that its measures reveal whether the contract is succeeding, carry meaning for management, echo w...
nsw-gateway-review-system::DSSA-G6-7.5.6	Improvement measures tracked against baseline	The agency should demonstrate that delivery and capability improvement measures are tracked against a baseline set in th...
nsw-gateway-review-system::DSSA-G6-7.5.7	Measures across delivery, change and contract impact	The agency should show measures for ongoing service delivery, individual change or improvement programs, project impleme...
nsw-gateway-review-system::DSSA-G6-7.6.1	Process for embedding lessons as they arise	The agency should show an operating process that turns lessons into embedded improvement, with a way of capturing initia...
nsw-gateway-review-system::DSSA-G6-7.6.2	Project management formally reviewed	The agency should demonstrate that project management has been formally reviewed at project closure.
nsw-gateway-review-system::DSSA-G6-7.6.3	Suppliers urged to learn from experience	The agency should show that suppliers are encouraged to learn from experience, through incentives for better delivery an...
nsw-gateway-review-system::DSSA-G6-7.6.4	Lessons collected and promoted	The agency should demonstrate that lessons are collected and shared, with review sessions recording issues and raising t...
nsw-gateway-review-system::DSSA-G6-7.7.1	Continued need for the service	The agency should show that a continuing need for the service exists, evidenced by a Business Case, updated and aligned...
nsw-gateway-review-system::DSSA-G6-7.7.2	Likely future scope of the service	The agency should show what scope the service is likely to cover if it is still needed, supported by an options appraisa...
nsw-gateway-review-system::DSSA-G6-7.7.3	Contract issues affecting re-competition	The agency should show how contract issues could shape the route to re-competition, including whether the supplier coped...

Health Check reviews – NSW Gateway Review System

165 controls

Controls in the Health Check reviews – NSW Gateway Review System domain of NSW Gateway Review System: 165 controls
Code	Title	Description
nsw-gateway-review-system::DSSA-HC-3.2	Register the project and start the review six weeks out	The project must first be recorded on the ICT portal (DSSA) before a Health Check review can begin, ideally about six we...
nsw-gateway-review-system::DSSA-HC-3.3	How the agency opens the review through governance	Responsibility for starting the review at the proper moment rests with the delivery agency, or else the accountable agen...
nsw-gateway-review-system::DSSA-HC-4.1	Assess project against scope and objectives	Reviewers should use the workbook to test how effectively the project is managed, judging it against the scope and objec...
nsw-gateway-review-system::DSSA-HC-4.2	Hold interviews and issue the rated report	The reviewer team interviews agency staff and stakeholders, then completes the final draft report, writes the recommenda...
nsw-gateway-review-system::DSSA-HC-4.7	Record assessment of each review objective	For the health check being conducted, the team should mark whether each objective applies, record whether it is met, par...
nsw-gateway-review-system::DSSA-HC-7.10.1	Project viability maintained	The agency should show the project is still worth continuing, with any change to requirements since the fourth gate prop...
nsw-gateway-review-system::DSSA-HC-7.10.10	Super user support after go live	The agency should demonstrate that support is in place once the service is live, with a defined support strategy and sup...
nsw-gateway-review-system::DSSA-HC-7.10.11	Development held to the MVP	The agency should show that any work still under way remains aimed at the minimum viable product, evidenced by the contr...
nsw-gateway-review-system::DSSA-HC-7.10.12	Authority for decisions and budget	The agency should show who is authorised to make which decisions and who holds budget authority, as recorded in the busi...
nsw-gateway-review-system::DSSA-HC-7.10.13	Operating model resourced for the MVP	The agency should show that the live service operating model supplies the people and capability the minimum viable produ...
nsw-gateway-review-system::DSSA-HC-7.10.14	Business users able to drive change	The agency should demonstrate that business users can bring about change where it is needed, with evidence that product...
nsw-gateway-review-system::DSSA-HC-7.10.15	Continual development and portfolio growth	The delivery agency should explain how the service will keep developing after launch and how its collection of Digital b...
nsw-gateway-review-system::DSSA-HC-7.10.16	Benefits reviewed and tracked	The agency should show that business benefits are being reviewed and tracked as delivery proceeds, with benefits managem...
nsw-gateway-review-system::DSSA-HC-7.10.17	Time for integration and readiness testing	The agency should show that enough time and resource is set aside for testing product integration and operational readin...
nsw-gateway-review-system::DSSA-HC-7.10.18	End users prepared for transition	The agency should demonstrate that end users are prepared for the move to the new or redesigned digital service, with us...
nsw-gateway-review-system::DSSA-HC-7.10.2	Business need still met	The agency should show that what it is building answers the business need, with confirmation that stakeholders have appr...
nsw-gateway-review-system::DSSA-HC-7.10.3	Business case remains valid	The agency should demonstrate that the case for the investment still holds, through an updated project plan, and program...
nsw-gateway-review-system::DSSA-HC-7.10.4	Changes between award and transition	The agency should show whether anything changed between signing the contract and finishing transition and testing that a...
nsw-gateway-review-system::DSSA-HC-7.10.5	Ready for business change	The agency should show it is prepared for the change the new service brings, with agreed plans for preparing the busines...
nsw-gateway-review-system::DSSA-HC-7.10.6	Implement while keeping services running	The agency should demonstrate it can bring the new solution in while existing services continue, supported by a resource...
nsw-gateway-review-system::DSSA-HC-7.10.7	Team skills and experience	The agency should show the project team has the skill and experience the work needs, with internal and external commitme...
nsw-gateway-review-system::DSSA-HC-7.10.8	Benefit changes affecting project value	The agency should show whether the benefits forecast in the business case have moved in a way that alters what the inves...
nsw-gateway-review-system::DSSA-HC-7.10.9	Strategy for planning and managing benefits	The delivery agency should point to a current strategy for planning and managing benefits, a register of the benefits id...
nsw-gateway-review-system::DSSA-HC-7.11.1	Service meets acceptance criteria	The agency should show the whole service or facility satisfies the acceptance criteria, including justification and auth...
nsw-gateway-review-system::DSSA-HC-7.11.10	Alignment with the sustainability plan	The agency should show how the project fits with the NSW Government Sustainability Plan, or with the sustainability poli...
nsw-gateway-review-system::DSSA-HC-7.11.11	E waste policy considered	The agency should show that where an existing system or ICT infrastructure is being replaced, NSW e waste policies have...
nsw-gateway-review-system::DSSA-HC-7.11.12	Whole of government ICT compliance	The agency should show the project conforms with whole of government ICT policy, standards and priorities, supported by...
nsw-gateway-review-system::DSSA-HC-7.11.13	Non functional requirements tested	The agency should show that non functional requirements can be tested and that provision for that testing exists, with t...
nsw-gateway-review-system::DSSA-HC-7.11.14	Progress tracked, reported and corrected	The agency should demonstrate that progress is monitored, reported and put back on course, with backlogs watched and rea...
nsw-gateway-review-system::DSSA-HC-7.11.15	Legacy data transfer and exit	The agency should show how data will be moved from legacy systems, how those systems will be integrated with and eventua...
nsw-gateway-review-system::DSSA-HC-7.11.16	Incremental planning load	The agency should show that its incremental planning is not overloading either the people or the timetable, using progre...
nsw-gateway-review-system::DSSA-HC-7.11.17	Contingency for non digital users	The agency should show what contingency exists and what it will cost for people who cannot or will not use digital servi...
nsw-gateway-review-system::DSSA-HC-7.11.18	Change managed and controlled	The agency should show that change is managed and controlled effectively, evidenced by a detailed change management stra...
nsw-gateway-review-system::DSSA-HC-7.11.19	Lessons from past releases	The agency should show that lessons from earlier or public releases are identified, captured, kept and shared systematic...
nsw-gateway-review-system::DSSA-HC-7.11.2	Running to plan and budget	The agency should demonstrate delivery against the agreed plan and budget, with cost and schedule reconciliations, a cur...
nsw-gateway-review-system::DSSA-HC-7.11.20	Communications for releases and go live	The agency should show that communications for releases and the move to live are planned, with non functional requiremen...
nsw-gateway-review-system::DSSA-HC-7.11.21	When releases cease	The agency delivering the project should be able to state where releases stop and routine operational support and mainte...
nsw-gateway-review-system::DSSA-HC-7.11.3	Stakeholder issues addressed	The agency should show that every stakeholder issue raised has been dealt with, with progress reports issued through the...
nsw-gateway-review-system::DSSA-HC-7.11.4	Testing and commissioning completed	The agency should show that all testing, commissioning and acceptance or transition procedures for the new system, servi...
nsw-gateway-review-system::DSSA-HC-7.11.5	Parties accept commissioning results	The agency should show that all parties have accepted the relevant commissioning or test results and that any resulting...
nsw-gateway-review-system::DSSA-HC-7.11.6	Contingency, continuity and rollback plans	The agency should show tested plans for contingency, continuity and rollback covering rollout, implementation and operat...
nsw-gateway-review-system::DSSA-HC-7.11.7	Parties agree change and migration plans	The agency should demonstrate that internal and external parties have agreed the change management, migration and data t...
nsw-gateway-review-system::DSSA-HC-7.11.8	Contract changes recorded and approved	The agency should show that any change to the contract since award has been anticipated, written down and authorised, wi...
nsw-gateway-review-system::DSSA-HC-7.11.9	Ready to manage the contract operationally	The agency should show it is ready to run the contract once live, with clarity on how far the future contract management...
nsw-gateway-review-system::DSSA-HC-7.12.1	Award phase risks resolved	The agency should show that the risks and issues recorded at contract award have been resolved, with nothing from that p...
nsw-gateway-review-system::DSSA-HC-7.12.2	Implementation risks identified and managed	The agency should show that risks and issues arising from implementation are identified and handled, with nothing left u...
nsw-gateway-review-system::DSSA-HC-7.12.3	Risk of proceeding versus delaying	The agency should show what risk attaches to going ahead rather than waiting when issues remain unresolved, with a risk...
nsw-gateway-review-system::DSSA-HC-7.12.4	Budget control and burn rate	The agency should show the budget is under control and to explain whether a higher rate of spend, for example on develop...
nsw-gateway-review-system::DSSA-HC-7.2.1	Business need and strategic fit	The agency should show from its business case that the investment answers a real business need that survives shifts in o...
nsw-gateway-review-system::DSSA-HC-7.2.10	Stakeholder support and agency commitment	The agency should demonstrate that stakeholders have been involved and have endorsed the project with roles and responsi...
nsw-gateway-review-system::DSSA-HC-7.2.11	Benefits agreed and realisation planned	The agency should show benefits stated plainly and agreed with stakeholders, a first plan for delivering and measuring t...
nsw-gateway-review-system::DSSA-HC-7.2.12	Change plan developed with business units	The agency should show a plan for managing change, developed with the affected business units, one that captures stakeho...
nsw-gateway-review-system::DSSA-HC-7.2.13	Changes across business areas managed	The agency should describe how changes inside and outside the agency are identified, judged, communicated and controlled...
nsw-gateway-review-system::DSSA-HC-7.2.14	Benefit changes and management strategy	The agency should be able to say whether benefit expectations have moved in a way that alters value, and to show a curre...
nsw-gateway-review-system::DSSA-HC-7.2.15	Capability and capacity assessed	The agency should show that capability and capacity have been assessed for build, run and business readiness, and that t...
nsw-gateway-review-system::DSSA-HC-7.2.16	Cyber work reflected in delivery strategy	The agency should show the delivery approach accounts for cyber security work, the people it needs, and when that work m...
nsw-gateway-review-system::DSSA-HC-7.2.17	Resources to sustain momentum	The agency should show a resourcing plan matched to the demand profile, and evidence that the multidisciplinary teams ar...
nsw-gateway-review-system::DSSA-HC-7.2.18	Emerging benefits fed into the case	The agency should explain how new benefits or dis-benefits are picked up as they appear and carried into the business ca...
nsw-gateway-review-system::DSSA-HC-7.2.19	Roles, responsibilities and delegations	The agency should show an organisational model that sets out who does what and where decision rights sit, and to let the...
nsw-gateway-review-system::DSSA-HC-7.2.2	Preferred option still appropriate	The agency should explain why the chosen option remains the best of those available, given its reliance on other program...
nsw-gateway-review-system::DSSA-HC-7.2.20	Training for service and front-line staff	The agency should show how people who will run and use the service are trained, including a demand profile of the skills...
nsw-gateway-review-system::DSSA-HC-7.2.21	Business change management processes	The agency should show that change runs through defined processes, including watching the product backlog and escalating...
nsw-gateway-review-system::DSSA-HC-7.2.22	Business users empowered to drive change	The agency should show that business users, and product managers in particular, hold enough authority and standing to ma...
nsw-gateway-review-system::DSSA-HC-7.2.23	Progress tracked, reported and corrected	The agency should show how progress is tracked, reported and corrected, covering backlog monitoring with evidence of rea...
nsw-gateway-review-system::DSSA-HC-7.2.3	Whole-life value for money	The agency should show that the chosen option offers better value to the state or taxpayer across the investment's life....
nsw-gateway-review-system::DSSA-HC-7.2.4	Costs within budget and funding affordable	The agency should be able to reconcile projected whole-life cost against the funding available, show that stakeholders h...
nsw-gateway-review-system::DSSA-HC-7.2.5	Realistic view of ability to succeed	The agency should be able to give an honest reading of its own capacity to deliver, drawing on comparisons with similar...
nsw-gateway-review-system::DSSA-HC-7.2.6	Total project scope defined	The agency should produce a current statement of total scope that covers the business change as well as the technology b...
nsw-gateway-review-system::DSSA-HC-7.2.7	Security requirements identified early	The agency should show that security and information security specialists were engaged early and initial requirements ca...
nsw-gateway-review-system::DSSA-HC-7.2.8	Cyber protection costs included	The agency should show that both direct and indirect cyber protection costs are budgeted, covering integration with the...
nsw-gateway-review-system::DSSA-HC-7.2.9	Business change risks in an initial plan	The agency should show that risks and issues arising from business change are recorded with an owner and a management pl...
nsw-gateway-review-system::DSSA-HC-7.3.1	Project under control	The agency should show, from its budget and timetable reporting, that the work is running to plan and that spending sits...
nsw-gateway-review-system::DSSA-HC-7.3.2	Causes of budget and schedule deviation	The agency should explain why any over or under run has happened, reconciling the position against budget and time plan...
nsw-gateway-review-system::DSSA-HC-7.3.3	Actions to prevent repeat deviation	The agency should show what will stop the same deviation recurring, with project management documentation reviewed and u...
nsw-gateway-review-system::DSSA-HC-7.3.4	Assumptions from Gate 2 verified	The agency should show that assumptions recorded at the second gate have been tested, with a log of those still open, ho...
nsw-gateway-review-system::DSSA-HC-7.3.5	Time to fix faults and manage slippage	The agency should show there is room in the plan to fix defects, that progress is being watched, and that controls rank...
nsw-gateway-review-system::DSSA-HC-7.3.6	Incremental planning load on team	The agency should show whether the incremental planning approach is placing too much strain on the team or the timetable...
nsw-gateway-review-system::DSSA-HC-7.3.7	Budget control and spend rate	The agency should show the budget is controlled and to explain any need for a faster spend rate to hold development pace...
nsw-gateway-review-system::DSSA-HC-7.4.1	Options tested against needs and priorities	The agency should show that every delivery option was tested against the agency's business needs and the relevant govern...
nsw-gateway-review-system::DSSA-HC-7.4.10	Knowledge of the supplier market	The agency should show it knows the supplier market, existing and potential, through commercial intelligence and market...
nsw-gateway-review-system::DSSA-HC-7.4.11	Robust contract management strategy	The agency should show a contract management strategy that covers the skills it needs as an intelligent customer, the re...
nsw-gateway-review-system::DSSA-HC-7.4.12	Evaluation strategy accepted and compliant	The agency should show an evaluation strategy, including its method for demonstrating value for money, that stakeholders...
nsw-gateway-review-system::DSSA-HC-7.4.13	Whole-of-government ICT policy alignment	The agency should show, using the agency self-assessment template, that the project aligns with whole-of-government ICT...
nsw-gateway-review-system::DSSA-HC-7.4.2	Shared understanding of business needs	The agency should show that the agency and the project team share one understanding of the need, expressed as defined ou...
nsw-gateway-review-system::DSSA-HC-7.4.3	Requirements specification matches outcomes	The agency should show a requirement specification that matches the intended outputs and outcomes, endorsed by stakehold...
nsw-gateway-review-system::DSSA-HC-7.4.4	Sourcing options evaluated	The agency should show that sourcing routes were assessed, covering internal resources, single or multiple suppliers, co...
nsw-gateway-review-system::DSSA-HC-7.4.5	Market appetite for the requirement	The agency should show the market is likely to respond, using soundings that cover recent similar procurements or a view...
nsw-gateway-review-system::DSSA-HC-7.4.6	Procurement approach and state rules	The agency should show the procurement route was assessed and follows state procurement rules. Related risks such as tim...
nsw-gateway-review-system::DSSA-HC-7.4.7	Defined delivery strategy	The agency should show a delivery strategy set out clearly, with the reason for the chosen route recorded and agreed wit...
nsw-gateway-review-system::DSSA-HC-7.4.8	Delivery strategy influences addressed	The agency should show the factors that shape the delivery approach were worked through, including how efficient and pre...
nsw-gateway-review-system::DSSA-HC-7.4.9	The strategy supports communication and joint working	The agency should show that its approach supports communication and joint working, that support mechanisms and a communi...
nsw-gateway-review-system::DSSA-HC-7.5.1	Risks identified and financially evaluated	The agency should show that major risks and issues are logged regularly across strategic, political, commercial and legi...
nsw-gateway-review-system::DSSA-HC-7.5.2	Risk management plans in place	The agency should show a risk management strategy built on good practice, a plan for each risk with responsibility alloc...
nsw-gateway-review-system::DSSA-HC-7.5.3	Issues satisfactorily resolved	The agency should show that issues raised have been dealt with, with the risk and issue logs reviewed regularly by the t...
nsw-gateway-review-system::DSSA-HC-7.5.4	External issues and plans for stakeholders	The agency should show that external matters including statutory processes, environmental concerns and communications ar...
nsw-gateway-review-system::DSSA-HC-7.5.5	Staff exhaustion risk and mitigation	The agency should show a clear position on the risk of staff exhaustion with mitigation defined, and to provide detail o...
nsw-gateway-review-system::DSSA-HC-7.6.1	Project still required	The agency should demonstrate that the investment remains consistent with its own goals and with NSW Government prioriti...
nsw-gateway-review-system::DSSA-HC-7.6.10	Change management with business units	The agency should show a change management approach built with stakeholders that captures their views, the process and o...
nsw-gateway-review-system::DSSA-HC-7.6.11	Changes across business areas managed	The agency should demonstrate an approach, built with stakeholders, for spotting, weighing, communicating and controllin...
nsw-gateway-review-system::DSSA-HC-7.6.12	Benefit changes and project value	The agency should show whether the benefits set out in the business case have moved and what that does to the value of t...
nsw-gateway-review-system::DSSA-HC-7.6.13	Strategy for planning benefits	The delivery agency should have a strategy for planning and governing benefits and be able to evidence which benefits ha...
nsw-gateway-review-system::DSSA-HC-7.6.14	Supplier delivery capability verified	The agency should show that it has tested the preferred supplier's capacity to deliver to the schedule and outcomes the...
nsw-gateway-review-system::DSSA-HC-7.6.15	Supplier timeline and variation impacts	The agency should demonstrate how the supplier will hold to the project timetable and that variations already identified...
nsw-gateway-review-system::DSSA-HC-7.6.16	Remaining build limited to MVP	The agency should show that remaining build work is confined to the minimum viable product, with product backlogs under...
nsw-gateway-review-system::DSSA-HC-7.6.17	Decision and budget delegations defined	The delivery agency should point to defined decision and budget delegations for individuals and groups, recorded in the...
nsw-gateway-review-system::DSSA-HC-7.6.18	Live operating model supports MVP	The agency should show that the operating model for the live service can support the minimum viable product, with resour...
nsw-gateway-review-system::DSSA-HC-7.6.19	Business users empowered	The agency should demonstrate that business users, through their product managers, hold the authority needed to drive ch...
nsw-gateway-review-system::DSSA-HC-7.6.2	Business case completeness	The delivery agency should table a current business case that has been retested against strategy, economics, finances, c...
nsw-gateway-review-system::DSSA-HC-7.6.20	Service growth and digital portfolio	The delivery agency should explain how the service will keep evolving and how its portfolio of Digital by Default servic...
nsw-gateway-review-system::DSSA-HC-7.6.21	Benefits tracked and reviewed	The agency should show that benefits are reviewed and tracked under arrangements that adapt as circumstances change.
nsw-gateway-review-system::DSSA-HC-7.6.22	Integration and readiness testing allowance	The delivery agency should provide for integration and operational readiness testing beyond what happens inside developm...
nsw-gateway-review-system::DSSA-HC-7.6.23	End users prepared for transition	The agency should demonstrate that end users are being prepared for the move to the new or redesigned service, supported...
nsw-gateway-review-system::DSSA-HC-7.6.3	Preferred option meets the need	The agency should show that the original objectives have been tested again against the winning bid and the solution it p...
nsw-gateway-review-system::DSSA-HC-7.6.4	Most appropriate option chosen	The agency should show the cost, benefit and risk comparison re-run with the final bid, and that sensitivity testing sup...
nsw-gateway-review-system::DSSA-HC-7.6.5	Commercial deal offers whole-life value	The agency should demonstrate that the commercial deal offers value and quality across the whole contract term, tested a...
nsw-gateway-review-system::DSSA-HC-7.6.6	Realistic about managing change	The agency should show that it understands its own culture and capacity, has compared itself with comparable projects, a...
nsw-gateway-review-system::DSSA-HC-7.6.7	Full case remains affordable	The agency should demonstrate that the full business case, once delivery plans and bid prices are folded in, stays affor...
nsw-gateway-review-system::DSSA-HC-7.6.8	Agreed benefits realisation plan	The delivery agency should produce an agreed plan for realising benefits, covering critical success factors, named owner...
nsw-gateway-review-system::DSSA-HC-7.6.9	Stakeholder involvement and approvals	The agency should show that stakeholders and business or user representatives took part in evaluation and quality review...
nsw-gateway-review-system::DSSA-HC-7.7.1	Project under control	The agency should show the project is tracking to its schedule and budget and that recommendations from earlier reviews...
nsw-gateway-review-system::DSSA-HC-7.7.10	E-waste policy for replaced systems	Where an existing system or ICT infrastructure is being replaced, the agency should show how NSW e-waste policy has been...
nsw-gateway-review-system::DSSA-HC-7.7.11	Whole-of-government ICT alignment	The agency should show the project meets whole-of-government ICT policy, standards and priorities, evidenced by a comple...
nsw-gateway-review-system::DSSA-HC-7.7.12	Non-functional requirements testable	The agency should show that non-functional requirements can be tested, that their origin and validity are clear, and tha...
nsw-gateway-review-system::DSSA-HC-7.7.13	Progress tracked and corrected	The delivery agency should track, report and correct progress, with backlogs monitored, earned value measured properly a...
nsw-gateway-review-system::DSSA-HC-7.7.14	Legacy systems and data transfer plans	The agency should show that plans covering legacy systems and the transfer of data exist and have been reviewed for viab...
nsw-gateway-review-system::DSSA-HC-7.7.15	Incremental planning within capacity	The agency should demonstrate that its incremental planning is not stretching people or the schedule beyond capacity, su...
nsw-gateway-review-system::DSSA-HC-7.7.16	Contingency for non-digital users	The agency should show that contingency plans and estimates exist for people who still need non-digital services, and th...
nsw-gateway-review-system::DSSA-HC-7.7.17	Change managed effectively	The agency should demonstrate effective change management through a suitably detailed strategy and a log recording when,...
nsw-gateway-review-system::DSSA-HC-7.7.18	Lessons from earlier releases	The agency should show that lessons from earlier or public releases have been identified, captured, retained and applied...
nsw-gateway-review-system::DSSA-HC-7.7.19	Release and transition communications	The agency should show what communication is planned around releases and live transition, including how a surge in deman...
nsw-gateway-review-system::DSSA-HC-7.7.2	Causes of deviation explained	The delivery agency should explain what drove any over or under run, supported by reconciliations against the budget and...
nsw-gateway-review-system::DSSA-HC-7.7.20	End of release activity and handover	The delivery agency should state the point at which release work stops and routine support and maintenance take over, wi...
nsw-gateway-review-system::DSSA-HC-7.7.3	Actions to stop repeat deviation	The agency should show what it will do to prevent the same deviations appearing in later phases, with the analysis and p...
nsw-gateway-review-system::DSSA-HC-7.7.4	Earlier assumptions validated	The agency should show that assumptions carried forward from earlier reviews have been tested, that untested ones sit in...
nsw-gateway-review-system::DSSA-HC-7.7.5	Procurement and technical checks completed	The agency should demonstrate that bid management review and approval ran, that state procurement rules were followed, t...
nsw-gateway-review-system::DSSA-HC-7.7.6	Delivery strategy followed	The delivery agency should confirm that the team worked to the agreed delivery strategy and plan.
nsw-gateway-review-system::DSSA-HC-7.7.7	Documents quality reviewed	The agency should show that project documents went through quality review.
nsw-gateway-review-system::DSSA-HC-7.7.8	Probity issues managed	The agency should demonstrate that probity concerns in the procurement were managed, with sign-off from a probity advise...
nsw-gateway-review-system::DSSA-HC-7.7.9	Alignment with sustainability plan	The delivery agency should explain how the project lines up with the NSW Government Sustainability Plan, or with relevan...
nsw-gateway-review-system::DSSA-HC-7.8.1	Solution meets the business need	The agency should show the proposed solution satisfies every requirement, functional and non-functional, and that stakeh...
nsw-gateway-review-system::DSSA-HC-7.8.10	Technical implications assessed	The agency should demonstrate that technical consequences have been assessed, including information assurance and securi...
nsw-gateway-review-system::DSSA-HC-7.8.11	Team skills and experience	The agency should show the project team has the skills and experience to deliver the investment outcomes, with capabilit...
nsw-gateway-review-system::DSSA-HC-7.8.2	Alternative supplier options assessed	The agency should show whether suppliers or partners put forward alternatives alongside a fully compliant bid, and that...
nsw-gateway-review-system::DSSA-HC-7.8.3	Solution delivers the full case need	The agency should demonstrate, in business outcome terms, that the proposal will deliver what the full business case des...
nsw-gateway-review-system::DSSA-HC-7.8.4	Business change strategy updated	The agency should show that the business change plan has been updated to reflect the proposed solution, agreed by the bo...
nsw-gateway-review-system::DSSA-HC-7.8.5	Benefits and budgets updated	The agency should show how the proposal affected expected benefits or budget, with an updated realisation plan, differen...
nsw-gateway-review-system::DSSA-HC-7.8.6	Ready for build and transition	The agency should show that it and the supplier are ready for development, implementation, transition and operation, wit...
nsw-gateway-review-system::DSSA-HC-7.8.7	Change strategy agreed by all	The agency should show a change management strategy agreed by every party, the supplier included.
nsw-gateway-review-system::DSSA-HC-7.8.8	Responsibilities and liabilities allocated	The agency should demonstrate that roles, responsibilities and contractual liabilities are allocated between the parties...
nsw-gateway-review-system::DSSA-HC-7.8.9	Resources for supplier obligations	The agency should show that the resources the supplier needs to meet its contractual obligations are identified, agreed...
nsw-gateway-review-system::DSSA-HC-7.9.1	Risk and issue plans current	The agency should show that risk and issue management plans are current, with the register and log reviewed, updated and...
nsw-gateway-review-system::DSSA-HC-7.9.2	Major phase risks resolved	The agency should demonstrate that major risks arising in this phase have been resolved or are being managed, covering f...
nsw-gateway-review-system::DSSA-HC-7.9.3	Continuity and contingency arrangements	The agency should show continuity and contingency arrangements that limit the harm from major problems during implementa...
nsw-gateway-review-system::DSSA-HC-7.9.4	Contract terms and risk allocation	The agency should demonstrate that the contract reflects standard terms and conditions, that any departures were assesse...
nsw-gateway-review-system::DSSA-HC-7.9.5	Re-competition for long contracts	For long term service or partnering contracts, the agency should show that re-competition has been thought through, with...
nsw-gateway-review-system::DSSA-HC-7.9.6	Budget controlled and burn rate	The agency should show the budget is controlled and that any higher spending rate needed to keep pace, for example on de...
nsw-gateway-review-system::INSW-HC-INITIATING-THE-REVIEW	Starting the Health Check review	The delivery agency begins by contacting the relevant GCA Review Manager, once its own governance structure has authoris...
nsw-gateway-review-system::INSW-HC-KFA1	Delivery scope aligned to service need	At this review the agency should show that the scope being delivered still matches what was procured and serves the need...
nsw-gateway-review-system::INSW-HC-KFA2	Affordability and value for money	The agency should demonstrate that projections of cost to completion are current, match the accepted tender and the appr...
nsw-gateway-review-system::INSW-HC-KFA3	Social, environmental and economic sustainability	The agency should show a robust and transparent process for meeting planning and environmental approval conditions, incl...
nsw-gateway-review-system::INSW-HC-KFA4	Accountabilities and governance structure	The agency should demonstrate a formal delivery governance structure suited to the project, with the owner of the asset,...
nsw-gateway-review-system::INSW-HC-KFA5	Live risk management and mitigation	The agency should show a live risk register with evidence of proactive and cooperative mitigation, a government and cont...
nsw-gateway-review-system::INSW-HC-KFA6	Interfaces and stakeholder management	The agency should show how stakeholder management responsibilities are divided and how well that arrangement performs, w...
nsw-gateway-review-system::INSW-HC-KFA7	Change management and asset owner needs	The agency should show the asset owner and operator engaged at a level suited to the lifecycle stage, end user needs ref...
nsw-gateway-review-system::INSW-HC-MANDATORY-DOCUMENTS	Required information and mandatory documents	Before the review the delivery agency must provide a project presentation giving an executive overview and the Cost Data...

Preparing for and conducting a gateway review (all gates) – NSW Gateway Review System

7 controls

Controls in the Preparing for and conducting a gateway review (all gates) – NSW Gateway Review System domain of NSW Gateway Review System: 7 controls
Code	Title	Description
nsw-gateway-review-system::REV-3.3.3	Preplanning planning session	The GCA runs the preplanning session with the agency and the reviewer team to give an overview of the project and explai...
nsw-gateway-review-system::REV-3.3.4	Review activities and interview week	Before review week the agency drafts the checklist and works through it with the GCA Review Manager, then loads any furt...
nsw-gateway-review-system::REV-3.3.5	Draft and final review report	The reviewer team completes a final draft and submits it to the GCA, which seeks the agency's responses to recommendatio...
nsw-gateway-review-system::REV-4.3	Reviewer team skills and independence	The GCA assembles a team of reviewers with varied skills for Gate 2, and the team works with the agency and is accountab...
nsw-gateway-review-system::REV-4.4	Review principles and behaviours	Reviewers should add real value by being constructive, staying independent so recommendations are not steered by others,...
nsw-gateway-review-system::REV-4.5	Review communication protocols	Reports are prepared for NSW Cabinet, marked OFFICIAL: Sensitive - NSW Cabinet, and everyone involved must keep all info...
nsw-gateway-review-system::REV-4.6	Gateway review report quality	The main output should be a candid, clear report free of errors and contradictions, written to tell NSW Cabinet about pr...

Rapid Assurance Review – NSW Gateway Review System

9 controls

Controls in the Rapid Assurance Review – NSW Gateway Review System domain of NSW Gateway Review System: 9 controls
Code	Title	Description
nsw-gateway-review-system::DSSA-RAR-3.2	Start the review with the GCA	The Accountable Agency should contact the relevant GCA Review Manager to begin the review. The GCA then appoints a Lead...
nsw-gateway-review-system::DSSA-RAR-3.3	Agency authorisation and existing documents	The Accountable Agency is responsible for starting the review at the right point, should obtain approval from its own go...
nsw-gateway-review-system::DSSA-RAR-3.3.1	Mandatory project documents for the review	The review team needs access to the project's information and records, and the accountable agency should place the mater...
nsw-gateway-review-system::DSSA-RAR-3.3.2	Confirm required information for the review	A DSIA team member should assess the suggested list and settle which items are mandatory for the review in question, add...
nsw-gateway-review-system::DSSA-RAR-3.3.3	Hold the project alignment briefing	The GCA should arrange an alignment briefing for the Accountable Agency and its Reviewer Team. The briefing explains the...
nsw-gateway-review-system::DSSA-RAR-3.3.4	Agency presentation and working with the reviewer	The Accountable Agency should prepare a formal presentation for the reviewer that covers the review scope, supplies fact...
nsw-gateway-review-system::DSSA-RAR-3.3.5	How the review report is drafted and finalised	The Accountable Agency prepares a draft, and the SRO must send it to the Reviewer Team, which examines that draft and fo...
nsw-gateway-review-system::DSSA-RAR-4.1	Review approach against scope and objectives	The review exists to confirm that Digital Restart Fund projects below the threshold are delivered to time and budget thr...
nsw-gateway-review-system::DSSA-RAR-4.2	How the Rapid Assurance Review is conducted	The review opens with the Reviewer Team receiving an initial presentation on the terms of reference, after which the tea...

What is NSW Gateway Review System and who does it apply to?

NSW Gateway Review System is a compliance framework from Australia (New South Wales) with 8 domains and 449 controls. The NSW Government's gateway review system: what delivery agencies are expected to show and review teams probe at Gate 0, Gate 2, Gate 3, Gate 5, Gate 6, the Health Checks and the Rapid Assurance Review for digital projects, with the Infrastructure NSW key focus areas at Gate 0, Gate 5 and the delivery Health Check, and the steps for initiating and conducting a review. It is used by organisations to establish and maintain compliance with industry standards and regulatory requirements.

What does NSW Gateway Review System actually require?

NSW Gateway Review System has 449 controls organised across 8 domains. The largest domains are Health Check reviews – NSW Gateway Review System (165 controls), Gate 3: Pre-execution – NSW Gateway Review System (70 controls), Gate 5: Pre-commissioning and readiness for service – NSW Gateway Review System (67 controls). Each control defines specific requirements that organisations must implement to achieve compliance.

If I already comply with another framework, how much of NSW Gateway Review System do I already cover?

NSW Gateway Review System does not currently have cross-framework mappings in our system. Check back as we continuously expand our mapping database.

How do I implement NSW Gateway Review System?

Start your NSW Gateway Review System compliance journey by running a self-assessment on our platform to identify your current compliance posture. Our AI advisory can answer specific questions about NSW Gateway Review System requirements, and cross-framework mapping helps you leverage existing controls from other frameworks you may already comply with. Create a free account to access all 449 controls and track your progress.

Start Your Compliance Journey

Create a free account to run self-assessments, get AI advisory, and track your compliance progress across 1,321 frameworks.

Get Started Free →

Free forever, no credit card required