A new analysis of nearly 300 major Scottish Government digital projects has shown poor communications and stakeholder engagement are undermining project delivery.
The findings, published by the Digital Assurance Office (DAO), which administers the Technology Assurance Framework (TAF), draw on lessons from 277 major digital project reviews carried out between 2017 and 2025.
Across those reviews, 2,317 recommendations were made, and while communications and engagement accounted for just 4% of the total, the issue cropped up in nearly a third of all project reports, suggesting it is a persistent, systemic problem rather than an occasional oversight.
The analysis, outlined in a new blog, identifies four recurring themes where projects are falling short.
The first is stakeholder mapping. Suggested improvements include comprehensive stakeholder mapping to identify all relevant stakeholders and the engagement required and being clearer on the purpose of stakeholder engagement e.g. sharing key messages, supporting cooperation and partnership working, informing design, managing interdependencies
The second theme is strategy and planning. Projects need a robust communications strategy rooted in stakeholder mapping, supported by detailed phase-specific plans that set out clearly when key artefacts such as roadmaps and release plans will be shared. Delivery must be backed by strong governance, adequate skilled resource, appropriate engagement tools, and feedback loops that demonstrate the real impact of engagement on the project.
Expectation management is the third area of concern. Projects must use communications to set realistic expectations on scope, readiness and functionality, clearly articulate benefits, and provide consistent, targeted messaging to internal and external audiences at every stage. Risks, dependencies and changes to plans should be communicated openly, with senior leadership visibly and actively endorsing the project throughout delivery.
Finally, the report emphasises the need for sustained engagement. Engagement must be treated as a continuous, two-way activity throughout the entire delivery lifecycle, with regular communications and demonstrations that maintain business confidence. Before and after implementation, projects should provide clear, practical support including system guidance, desk instructions and contingency measures.
The DAO did find cause for optimism. Reviewers identified 47 examples of good practice across 39 projects, with the strongest performance occurring at the delivery gate stage. Common factors in successful projects included structured stakeholder management built into governance, regular and unambiguous updates, and an ethos of openness and collaboration.
The findings carry a broader warning for public sector digital transformation. As government projects grow in complexity and public scrutiny intensifies, the ability to communicate clearly and engage meaningfully with stakeholders is no longer a soft skill — it is a delivery-critical capability. Projects that treat engagement as an afterthought risk eroding the trust and business confidence they need to succeed.
The DAO says it will continue sharing insights and case studies and is inviting organisations to contribute their own experiences to help strengthen delivery practices across the public sector.
