2. Project Audit/Evaluation/Review
• A more or less formal inquiry into any aspect of the
project
• A major vehicle for evaluation
• “Evaluation” – to set the value of; to appraise
• “Project evaluation” – appraises the progress and
performance of a project compared to that project’s
planned progress and performance, or compared to
the progress and performance of other similar projects
3. 12-3
The Project Audit
What and why
Benefits of a project audit
Judging success and failure
Determining project objectives
Contents and format of a project audit
Project Audit Life Cycle
Responsibilities of an auditor
4. 12-4
What is a Project Audit, & Why Is It Done?
A formal inquiry into any or all aspects of a project
Possible reasons:
Revalidate the business feasibility of the project
Reassure top management
Confirm readiness to move to next phase of project
Investigate specific problems
5. 12-5
Some Specific Benefits of a Well-Done Project
Audit
Identify problems earlier
Clarify performance/cost/schedule relationships
Improve project performance
Identify future opportunities
Evaluate performance of project team
Reduce costs
Inform client of project status/prospects
Reconfirm feasibility of/commitment to project
6. 12-6
Judging a Project’s Success
To what extent is a project meeting its objectives?
Efficiency: Does the project use resources in a cost-
effective manner? Cost efficiency? Schedule efficiency?
Customer impact/satisfaction: Quality, timeliness,
customer satisfaction, meeting/exceeding specifications.
Business success: Meeting expectations in ROI, market
share, cash flow
Future potential: Will project lead to future business
prospects?
7. 12-7
The Difference Between Project Success &
Failure
Audits of 110 projects over 11 years reveal four basic
differences between success and failure
Objectivity in design, scope, cost and schedule
Experienced people throughout project
Authority commensurate with responsibility
Clear responsibility and accountability
8. 12-8
Determining What the Project
Objectives Really Are
Explicit objectives are easy to find
Cost, schedule, performance specs
Profit targets
Ancillary objectives are not
Examples include retaining employees, maintaining a
customer, getting a “foot in the door,” developing a new
capability, blocking a rival
9. 12-9
Ancillary Objectives are Important, but Often
Obscure
If an audit ignores ancillary objectives, it will draw
an incomplete picture
But people tend to disguise ancillary objectives.
Why?
If not explicit, how can it be judged a failure?
People and teams may have their own goals and
priorities
The stronger the project culture, the greater the
suspicion toward outsiders, e.g., auditors
10. 12-10
Costs of Project Audits
While audits offer benefits, they aren’t free
Some costs are obvious, others less so
Salaries of auditors and staff
Distraction from project work
Before and during the audit
Anxiety and morale within the project
Cost of outside experts
11. 12-11
Timing of the Audit
Early audits tend to focus on technical issues, and tend
to benefit the project
Later audits lean toward cost and schedule, and tend
to benefit the parent organization
Transfer of lessons learned to other projects
12. 12-12
Contents of a Project Audit
Format can vary, but six areas should be covered
1. Project status, in all dimensions
2. Future projections
3. Status of crucial tasks
4. Risk assessment
5. Information relevant to other projects
6. Limitations of the audit
13. 12-13
A Format for a Project Audit
Introduction
Including project objectives
Also audit assumptions, limitations
Current project status
Cost
Schedule
Progress/Earned Value
Quality
14. 12-14
Format for Project Audit (cont’d)
Future Project Status
Conclusions and recommendations
Critical Management Issues
A Pareto approach
Risk Management
Major threats to project success
Appendices
15. 12-15
The Project Audit Life-Cycle
Like the project itself, the audit has a life cycle
Six basic phases:
1. Project audit initiation
Focus and scope of audit; assess methodologies, team
members required
2. Baseline Definition
Determine the standards against which performance will be
measured
16. 12-16
The Audit Life Cycle (cont’d)
3. Establishment of Audit Database
Gathering/organizing pertinent data
Focus on what’s necessary
4. Data Analysis
The judgment phase
Comparison of actuals to standard
17. 12-17
The Audit Life Cycle (cont’d)
5. Audit Report Preparation
Present findings to PM first
Then, prepare final report
6. Audit Termination
Review of audit process
Disbanding of team
18. 12-18
Responsibilities of a Project
Auditor
As in medicine, “first do no harm”
Be truthful, upfront with all parties
Maintain objectivity and independence
Acknowledge entering biases
Project confidentiality
Limit contacts to those approved by management
20. Purposes of Evaluation
• Four dimensions of project success
– Efficiency in meeting both the budget and schedule
(meeting cost, time and scope objectives)
– Customer impact/satisfaction (loyalty, repurchase,
fulfilling customer’s needs, actual use by the customer)
– Business/direct success (level of commercial success,
market share; yields, cycle times, quality, processing
steps)
– Future potential (factors relating to opening a new
market, developing a new line of products and services,
developing a new technology, skills, competencies)
21. Purposes of Evaluation, 2
To help translate the achievements of the project’s
goals into a contribution to the parent organization’s
goals.
To do this, all facets of the project are studied in order to
identify and understand the project’s strengths and
weaknesses.
It is the equivalent of an application of Six-Sigma or
TQM to project management.
Result in a set of recommendations for the project’s
direct goals
22. Purposes of Evaluation, 3
To review contributions of ancillary/ unplanned goals:
Improve understanding of the ways in which projects may be of value to the
organization
Improve the process for organizing and managing projects (project management
maturity)
Provide information and experience for entering new markets
Provide a congenial environment in which project team members can work creatively
together
Identify organizational strengths and weaknesses in project-related personnel,
general management and decision-making techniques and systems
Identify and improve the response to risk factors in the firm’s use of projects
Allow access to project policy decision-making by external stakeholders
Improve the way projects contribute to the professional growth of project team
members
Identify project personnel who have high potential for managerial leadership
23. The Project Audit
A thorough examination of the management of a
project, its methodology and procedures, its records,
its properties, its budgets and expenditures and its
degree of completion.
Different from and broader than a financial audit (use
and conservation of resources) and technical audit
It may deal with the project as a whole, or only with a
part of the project
24. The Formal Audit Report
Current status of the project
Does the work actually completed match the planned
level of completion?
Future status
Are significant schedule/scope changes likely? If so,
indicate the nature of the changes
Status of crucial tasks
What progress has been made on tasks that could
decide the success or failure of the project?
25. The Formal Audit Report, 2
Risk assessment
What is the potential for project failure or monetary
loss?
Information pertinent to other projects
What lessons learned from the project being audited
can be applied to other projects being undertaken by the
organization?
Limitations of the audit
What assumptions or limitations affect the data in the
audit?
26. The Project Audit Life Cycle
Project Audit Initiation
Project Baseline Definition
Establishing an Audit Database
Preliminary Analysis of the Project
Audit Report Preparation
Project Audit Termination
27. Responsibilities of the Project
Auditor/Examiner
“Tell the truth”: objective, ethical manner
Walker et al (1980): independence:
Assemble a small team of experienced experts
Familiarize the team with the requirements of the
project
Audit the project on-site
After completion, debrief the project’s management
Produce a written report to the PM and project team for
their response
Follow up to see if the recommendations have been
implemented