Why Part A of The Teal Book is the foundation of successful project delivery in government

Welcome to our new blog series on The Teal Book: Project delivery in government.

Each post will provide a short introduction to parts or chapters of the book. Every blog will be written by one of the authors of The Teal Book, sharing their personal take on what it covers and how it can help you, as someone working in project delivery.

When we set out to write The Teal Book, our goal was simple: to provide a clear, practical and authoritative guide to project delivery in government that builds on the expectations of the functional standard. Part A sets the context, focusing on governance and management as it applies to project delivery.

It lays the foundation for everything that follows in The Teal Book.

What’s in Part A?

If you’re involved in delivering government projects whether you’re shaping policy, managing portfolios, programmes and projects or leading teams, Part A is essential reading. It sets out the principles, structures and expectations that guide delivery in government, which may differ from other contexts.

It has 7 chapters:

1. Principles

This chapter introduces the core principles of project delivery in government, as defined by the government functional standard for project delivery. These principles include:

• ensuring strategic alignment
• maintaining continued justification
• delivering measurable benefits

They are universal, empowering and applicable across all types of delivery work.

2. Policy and evaluation

Policy and evaluation help government improve welfare, security and prosperity. This chapter explains how policy development, from idea generation to implementation, is closely linked to project delivery.

It also explains why evaluation matters. It helps us understand what works, for whom, and why. Evaluation supports transparency, accountability and learning, and should be planned from the outset.

3. Portfolios, programmes and projects

This chapter describes and distinguishes between portfolios, programmes and projects, explaining how they relate to each other in a delivery hierarchy.

It describes how portfolios are managed on a continuous basis with no defined end point. In contrast, programmes and projects are unique, temporary environments. In government, all 3 can deliver outcomes and realise benefits, not just outputs.

The chapter also introduces the effective structure of delivery through work packages and related tasks.

4. Governance and management

Governance and management describe how delivery is directed, and managed.

This chapter outlines the roles and considerations needed to ensure delivery is aligned with strategic goals, remains viable, and is effectively controlled. It highlights common misunderstandings and how governance in government takes place within the UK’s system of parliamentary accountability.

It shares the importance of integrating delivery governance with organisational governance and describes key products such as portfolio plans and business cases.

5. Equality, diversity and inclusion

This chapter explains why equality, diversity and inclusion matter in project delivery.

It covers legal duties under the Equality Act 2010, the importance of inclusive design, and how to embed equality, diversity and inclusion into planning, decision-making and evaluation.

It also outlines responsibilities across delivery roles and encourages inclusive behaviours and cultures that reflect the diversity of the British people.

6. Environment and sustainability

This chapter focuses on embedding environmental and sustainability considerations into delivery.

It encourages teams to understand the legal requirements and think more broadly about climate impact, social value and long-term environmental outcomes when designing and managing portfolios, programmes and projects.

7. Health, safety and security

This chapter focuses on embedding environmental and sustainability considerations into delivery.

It encourages teams to understand the legal requirements and think more broadly about climate impact, social value and long-term environmental outcomes when designing and managing portfolios, programmes and projects.

Why you should read Part A

If you work in project delivery, Part A helps you understand the big picture. It shows how your role fits into wider government objectives and gives you the tools to deliver with confidence and clarity.

Later parts of The Teal Book build on Part A:

• Part B: Tailoring and adopting
• Part C: Managing portfolios
• Part D: Managing programmes and projects
• Part E: Planning and control
• Part F: Solution delivery

Part A is where it all begins. It provides a shared language and a strong foundation for successful delivery across government.