IntermediateTECHNICAL
In your experience leading cross‑departmental initiatives in the public sector, describe one project where you were directly responsible for ensuring compliance with a specific governance or policy framework (e.g., Cabinet Office guidance, statutory codes, internal governance standards). How did you translate those requirements into concrete project controls and day‑to‑day ways of working?
Custom Role
General

Sample Answer

On a cross‑department data‑sharing programme, I was accountable for ensuring we complied with Cabinet Office functional standards and our department’s information governance policy. The risk was clear: six agencies sharing data on 4.5 million citizens, with a Ministerial launch date already announced. I started by turning the policy language into a simple controls matrix: for each standard, we defined an owner, evidence, and how often it was checked. That fed directly into the project plan, RAID log, and decision papers for our steering board. Day to day, I set up “design clinics” with legal, security and policy so product teams could get fast decisions within 48 hours instead of waiting for the monthly board. We also introduced mandatory privacy impact checkpoints at discovery, alpha, and before go‑live. As a result, we passed our internal assurance gate at first attempt, reduced open compliance risks by 60%, and avoided a six‑month delay that similar programmes had experienced.

Keywords

Translating abstract policy into a concrete controls matrix with owners and evidenceEmbedding controls into existing artefacts (plan, RAID, decision papers) not as bolt‑onsCreating fast decision channels (clinics) with legal/security to keep delivery movingQuantifiable impact on assurance outcomes and risk reduction
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