BMGN N470 LO 06 Project Audit

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PowerPoint Presentation by Charlie Cook PowerPoint Presentation by Charlie Cook CopyrightCopyright ©© 2006 The McGraw-Hill Companies. ll rights reser!e".2006 The McGraw-Hill Companies. ll rights reser!e".

THE MANAGERIAL PROCESS Clifford F. GrayEric W. Larson

Third Edition

Pr o jec t ManagementPr o jec t Management

LO 06LO 06

Project Audit and ClosureProject Audit and Closure


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Major Tasks of a Project AuditMajor Tasks of a Project Audit

1. Evaluate if the roject delivered the e! ected"enefits to all stakeholders.Was the roject #ana$ed %ell&Was the custo#er satisfied&

'. Assess %hat %as done %ron$ and %hatcontri"uted to successes.

(. )dentify chan$es to i# rove the delivery offuture rojects.


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Ty es of Project AuditsTy es of Project Audits

* )n- rocess roject audits Allo% for corrective chan$es if conditions have

chan$ed and for concentration on roject ro$ressand erfor#ance.

* Post roject audits Take a "roader and lon$er-ter# vie% of the roject+s

role in the or$ani,ation and e# hasi,e i# rovin$ the#ana$e#ent of future rojects.


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Factors )nfluencin$ Audit /e th and /etailFactors )nfluencin$ Audit /e th and /etail

Table 14.1

Organization size

Project importance

Project type

Project risk

Project size

Project problems


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Conductin$ a Project AuditConductin$ a Project Audit

* Step 1: nitiation and Sta!!ing* Step ": #ata Collection and Analysis

* Step $: %eporting


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Characteristics of Audit LeadersCharacteristics of Audit Leaders

1. 0o direct involve#ent or direct interest in the roject.'. es ect 2 erceived as i# artial and fair3 of senior

#ana$e#ent and other roject stakeholders.

(. Willin$ness to listen.

4. )nde endence and authority to re ort audit results%ithout fear of recri#inations fro# s ecial interests.

5. Perceived as havin$ the "est interests of theor$ani,ation in #akin$ decisions.

6. 7road-"ased e! erience in the or$ani,ation orindustry.


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8te '9 /ata Collection and Analysis8te '9 /ata Collection and Analysis

* #rgani$ation %iew Was the or$ani,ational culture su ortive and correct& Was senior #ana$e#ent+s su ort ade:uate& /id the roject acco# lish its intended ur ose&

Were risks a ro riately identified and assessed& Were the ri$ht eo le and talents assi$ned& ;ave staff "een fairly reassi$ned to ne% rojects& What does evaluation fro# contractors su$$est& Were the roject start-u and hand-off successful& &s the c'stomer satis(ie")


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8te '9 /ata Collection and Analysis8te '9 /ata Collection and Analysis

* Pro*ect Team %iew Were the roject lannin$ and control syste#sa ro riate for this ty e of roject&

8hould all si#ilar rojects use these syste#s&

/id the roject confor# to lan for "ud$et andschedule& Were interfaces %ith stakeholders effective& ;ave staff "een fairly assi$ned to ne% rojects&

/id the tea# have ade:uate resources& Were thereresource conflicts& Was the tea# #ana$ed %ell& What does evaluation fro# contractors su$$est&


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8te (9 e ortin$8te (9 e ortin$

* Audit %eport Content Outline Classification of roject

• Project type• Size

• Stafng• Technology level• Strategic or support

Analysis of infor#ation $athered• Project mission and

objectives• Procedures and systems

used• Organization resources used

eco##endations• Corrective actions

Lessons learned

• Reminders A endi!• Bac up data

8u##ary "ooklet


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Project ClosureProject Closure

*Conditions for Closure 0or#al Pre#ature Per etual Failed Project Chan$ed Priority

*Close-out Plan9


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7arriers to Project 8uccess7arriers to Project 8uccess

Table 14."

Acti&ity' (arrier ncidence )*+ Planning ,nclear de!inition 1-*$"* Poor decision making

(ad in!ormation $C/anges 4

Sc/eduling Tig/t sc/edule 41"* 0ot meeting sc/edule

0ot managing sc/edule $

Organizing 2ack o! responsibility or accountability 11* 3eak project manager

Top management inter!erence 1Sta!!ing nade uate personnel 1"* ncompetent project manager 4

Project member turno&er "Poor sta!!ing process 1

#irecting Poor coordination "-* Poor communication -

Poor leaders/ip 2o5 commitment -

Controlling Poor !ollo56up $7* Poor monitoring "

0o control system 10o recognition o! problems 1

'To interpret t/e table8 notet/at $" percent o! t/e 18- 4participants reported t/ebarriers under 9Planning8 1"percent reported t/e barriersunder 9Sc/eduling8 and soon.


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)# le#entin$ Closedo%n)# le#entin$ Closedo%n

1. Gettin$ delivery acce tance fro# thecusto#er.

'. 8huttin$ do%n resources and releasin$ to ne%uses.

(. eassi$nin$ roject tea# #e#"ers.

4. Closin$ accounts and seein$ all "ills are aid.

5. Evaluatin$ the roject tea#= roject tea##e#"ers= and the roject #ana$er.


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Euro ean 8 ace Launch= AG>Project Closure ChecklistEuro ean 8 ace Launch= AG>Project Closure Checklist

;


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Project Perfor#ance Evaluation9 Tea#Project Perfor#ance Evaluation9 Tea#

* Are standards and $oals for #easurin$ erfor#ance Clear=challen$in$= and attaina"le& Lead to ositive conse:uences&

* Are res onsi"ilities and erfor#ance standards kno%n "y all tea##e#"ers&

* Are tea# re%ards ade:uate& Mana$e#ent "elieves tea#s arei# ortant&

* )s there a career ath for successful roject #ana$ers

* /oes the tea# have discretionary authority to #ana$e short-ter#difficulties&

* )s there a hi$h level of trust %ithin the or$ani,ation culture&

* Are there criteria "eyond ti#e= cost= and s ecifications&


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8a# le Tea# Evaluation8a# le Tea# Evaluationand Feed"ack 8urveyand Feed"ack 8urvey

TA(2= 14.$


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Project Perfor#ance Evaluation9 )ndividualProject Perfor#ance Evaluation9 )ndividual

* es onsi"ility for assessin$ erfor#ance Functional or$ani,ation or functional #atri!9 the

individual+s area #ana$er.• The area manager may solicit the project manager!s

opinion o" the individual!s per"ormance on a speci#cproject$

7alanced #atri!9 the roject #ana$er and the area#ana$er jointly evaluate an individual+s erfor#ance.

Project #atri! and roject or$ani,ations9 the roject#ana$er is res onsi"le for a raisin$ individual

erfor#ance.


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Project Perfor#ance Evaluation9 )ndividualProject Perfor#ance Evaluation9 )ndividual

* Multirater a raisal or the ?(6@-de$ree feed"ack )nvolves solicitin$ feed"ack concernin$ tea#

#e#"ers+ erfor#ance fro# all the eo le their %orkaffects.

This includes roject #ana$ers= area #ana$ers=eers= su"ordinates= and even custo#ers.


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Conductin$ Perfor#ance evie%sConductin$ Perfor#ance evie%s

* 7e$in "y askin$ the individual to evaluate his or her o%nerfor#ance.

* Avoid dra%in$ co# arisons %ith other tea# #e#"ersrather= assess the individual in ter#s of esta"lished

standards and e! ectations.* Focus criticis# on s ecific "ehaviors rather than on the

individual ersonally.

* 7e consistent and fair in your treat#ent of all tea#

#e#"ers.* Treat the revie% as one oint in an on$oin$ rocess.

BMGN N470 LO 06 Project Audit

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