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HOW TO CONDUCT A STRATEGIC INFORMATION
 AUDIT ON A PROJECT MANAGEMENT OFFICE




    Prepared by: Ruth Stanat, President

        SIS International Research
THE NEED FOR A STRATEGIC
                        INFORMATION AUDIT



The Value of a Strategic Information Audit
• Tells you what you don’t know
• Confirms/Does not confirm what you suspect
• Is a “second opinion”
• Identifies problem areas
• Identifies areas for improvement in the project
  management process
• Enables you to “audit the progress” of project
  management


                                                                                         2
          Copyright © 2010-2020. SIS International Research, Inc. All Rights Reserved.
WHAT IS A STRATEGIC INFORMATION AUDIT?



Definition
• Is a survey of the project management team
      Procurement process
      Project leader
      Allocation of human and capital resources
      Audits the vendor’s performance
      Audits the output of the project
      Audits compliance



                                                                                            3
             Copyright © 2010-2020. SIS International Research, Inc. All Rights Reserved.
WHO CONDUCTS THE STATEGIC
                  INFORMATION AUDIT?



•   Preferably: An outside consulting or research firm with
    expertise in audits

•   An internal team that is not a “stakeholder” in the process




                                                                                         4
          Copyright © 2010-2020. SIS International Research, Inc. All Rights Reserved.
STRATEGIC INFORMATION AUDIT
                   RESEARCH METHODS


• Application of traditional market research qualitative and
  quantitative research methodology

• Qualitative: In-depth face-to-face interviews with project
  management team

• Quantitative methods: telephone, face-to-face and web
  surveys which rate and rank project management
  procedures

• Focus groups: group discussions with key project team
  members

• Review of vendor selection process [traditional “paper trail”
  review methods]
                                                                                         5
          Copyright © 2010-2020. SIS International Research, Inc. All Rights Reserved.
THE OUTPUT/THE DELIVERABLE
                     FROM THE AUDIT


• Qualitative Assessment of degree of
  compliance with original project
  management objectives, budget,
  contracting, performance

• Quantitative Assessment of the percentage
  deviation from the expected project
  performance

• Comprehensive recommendation for future
  project management procedures


                                                                                        6
         Copyright © 2010-2020. SIS International Research, Inc. All Rights Reserved.
CRITICAL SUCCESS FACTORS FOR STRATEGIC
               INFORMATION AUDITS


• To prevent “sabotage” of the audit, secure
  “buy in” from senior management [CEO,
  COO, CIO]

• Use an outside firm which does not have
  “threat” power or a reputation of the
  elimination of jobs, as a result of the audit

• Hold initial briefing meetings to explain the
  objective, scope and the output of the
  audit.


                                                                                         7
          Copyright © 2010-2020. SIS International Research, Inc. All Rights Reserved.

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Conducting a Strategic Intelligence Audit

  • 1. HOW TO CONDUCT A STRATEGIC INFORMATION AUDIT ON A PROJECT MANAGEMENT OFFICE Prepared by: Ruth Stanat, President SIS International Research
  • 2. THE NEED FOR A STRATEGIC INFORMATION AUDIT The Value of a Strategic Information Audit • Tells you what you don’t know • Confirms/Does not confirm what you suspect • Is a “second opinion” • Identifies problem areas • Identifies areas for improvement in the project management process • Enables you to “audit the progress” of project management 2 Copyright © 2010-2020. SIS International Research, Inc. All Rights Reserved.
  • 3. WHAT IS A STRATEGIC INFORMATION AUDIT? Definition • Is a survey of the project management team Procurement process Project leader Allocation of human and capital resources Audits the vendor’s performance Audits the output of the project Audits compliance 3 Copyright © 2010-2020. SIS International Research, Inc. All Rights Reserved.
  • 4. WHO CONDUCTS THE STATEGIC INFORMATION AUDIT? • Preferably: An outside consulting or research firm with expertise in audits • An internal team that is not a “stakeholder” in the process 4 Copyright © 2010-2020. SIS International Research, Inc. All Rights Reserved.
  • 5. STRATEGIC INFORMATION AUDIT RESEARCH METHODS • Application of traditional market research qualitative and quantitative research methodology • Qualitative: In-depth face-to-face interviews with project management team • Quantitative methods: telephone, face-to-face and web surveys which rate and rank project management procedures • Focus groups: group discussions with key project team members • Review of vendor selection process [traditional “paper trail” review methods] 5 Copyright © 2010-2020. SIS International Research, Inc. All Rights Reserved.
  • 6. THE OUTPUT/THE DELIVERABLE FROM THE AUDIT • Qualitative Assessment of degree of compliance with original project management objectives, budget, contracting, performance • Quantitative Assessment of the percentage deviation from the expected project performance • Comprehensive recommendation for future project management procedures 6 Copyright © 2010-2020. SIS International Research, Inc. All Rights Reserved.
  • 7. CRITICAL SUCCESS FACTORS FOR STRATEGIC INFORMATION AUDITS • To prevent “sabotage” of the audit, secure “buy in” from senior management [CEO, COO, CIO] • Use an outside firm which does not have “threat” power or a reputation of the elimination of jobs, as a result of the audit • Hold initial briefing meetings to explain the objective, scope and the output of the audit. 7 Copyright © 2010-2020. SIS International Research, Inc. All Rights Reserved.