Governments across the OECD are looking to digitalise their economies, and thereby enhance public service delivery. Digitalisation is an immense opportunity– offering citizens improved access to services and increased digital effectiveness – for the public sector and citizens alike. Governments need to be well equipped to meet digitalisation’s unique challenges and effectively navigate the digital transformation process.

Greece has embarked on an ambitious digital transformation of the public sector to achieve a more sustainable, proactive, and people-centred public governance. The Greek government has progressively implemented digitalisation reforms, as well as strategic approaches to the public sector’s operations and services to embed digital government policy and culture and seize related opportunities.

This chapter summarises the key findings and the policy recommendations of this assessment. The first section of the chapter presents the key findings around the current state of digital project development in Greece, identifying potential bottlenecks that could hamper effective implementation. The second section presents the policy recommendations for sound governance for digital transformation projects in the Greek public sector. The third and last section summarises the methodological approach used in this assessment.

This chapter analyses and assesses Greece's Digital Government maturity, focusing on developing digital and ICT projects in the public sector. The first section presents the context and rationale for this assessment, presenting the policy frameworks guiding the report, including the OECD Digital Government Policy Framework, the OECD Recommendation on Digital Government Strategies and the OECD Recommendation on Public Procurement. The second section presents the current situation of digital government in Greece and the intersection between public procurement and digital, including recent measurements and national strategies.

This chapter analyses and assesses the delivery of digital and ICT projects in the Greek public sector, including the current governance, internal processes and capabilities. The first section presents the governance for developing digital projects, identifying the key stakeholders, the institutional set-up and leadership. The second section summarises the international business and operational process for implementing digital and ICT projects in Greece, including the preparation, approval and funding of investment projects as their implementation. The third section presents an assessment of the workforce, including the digital talent and skills and the procurement capabilities of the public sector staff. The fourth and last section presents the monitoring capacities and evaluation mechanisms to support the delivery of digital projects and secure benefit realisation.

This chapter presents the challenges identified in developing and procuring digital and ICT projects in the Greek Public sector. It highlights key areas of improvement to achieve greater competency and maturity in the development of ICT and digital projects. The challenges presented include the governance perspective, the planning and funding of digital initiatives, the procurement practices, monitoring and evaluation mechanisms and public sector capabilities.

This chapter presents the main policy recommendations for Greece to manage digital government investments strategically. The recommendations presented include the governance perspective, the planning and funding of digital initiatives, project procurement and implementation, monitoring and evaluation mechanisms and public sector capabilities. The final section of the chapter presents a summary of the identified challenges and the dedicated recommendations, including a potential timeline for its implementation.

This chapter presents the recommendations for setting up a project management office (PMO) to support Greece in developing digital and ICT projects in the public sector. Firstly, the chapter defines the institutional design, roles and priorities of a project management office in the current context of Greece's public sector. The chapter identifies the different institutional parts for effective implementation, detailing the institutional responsibilities and the required competencies to drive transformation. Thirdly, the chapter presents the PMO process describing each step to secure benefit realisation, including specific key performance indicators on digital government and public procurement. Finally, the chapter offers good practices for introducing these institutional reforms in Greece, including short-term and long-term objectives.

While the efficiency instrument DPS has been part of the EU public procurement Directives since 2004, its use is still uneven among member states and its uptake has been much slower than originally anticipated. In some countries, there is a relatively widespread use of this instrument, while other countries have little or no experience with it. From a legal standpoint, DPS can also be used by an individual contracting authority for its own common purchases. Nevertheless, the benefits of the instrument accrue when there is substantial recurrence of purchases. As such, DPS is well suited to aggregating the demand of several administrations, typically through the work of a central purchasing body (CPB), or a similar entity that carries these functions.