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Part A

The Project Audit and Termination Report is a tool used to substantiate to the stakeholders of a project that the goals and objectives of the project have been met and important items or deliverables have been produced by the project. The report is a vital communication tool that is used as the basis for ensuring that the stakeholders acknowledge the project success and accept the outcomes. 

Kerzner (2013) p582 section 11.35 identifies five different types of audit – performance, compliance, quality, exit, and best practices.  Audits do not have to occur at the end of a project but can occur during a project as health checks and quality audits (Kerzner 2013, 1031, 1151-1152).  The PMBOK (2013) p100-104 advises the process to be followed when closing or finalizing all the activities within a project.  Chapter 18 of Managing a Successful Project with PRINCE2 discusses the PRINCE2 approach to closing.   Not all projects terminate successfully; Kerzner (2013) also discusses the reasons why some projects are stopped (section 11.20) and the lessons for the project manager (section 9.1 p447) if the processes for phase-outs and transfers are not conducted correctly (11.21).

The report is based on the contents of Managing Successful Projects with PRINCE2 (2009), A Guide to the Project Management Body of Knowledge (PMBOK Guide) 5th Edition (2013) and Kerzner Project Management: A Systems Approach to Planning, Scheduling and Controlling (2013).

Please complete the report for the case study (Barwon Health Infrastructure) provided within the Assessments section in the Moodle.

Project name:             A brief name to describe the project

Date:                           Date of the current status report

Project ownership:      Area responsible for the project

Prepared by:                  Name and position

Distribution list:            List of those receiving the report, their positions and role in the project.

Auditable Categories.

In addition to the Kerzner (2013) p582 section 11.35 list of categories Directing PRINCE2 page 85 section 9.3.1 identifies that there are four metrics that may be valuable and included in an End Project Report – progress, quality, change and risk. Each auditable category should have a value to the project and future projects.  The table below has been designed to reflect Kerzner and PRINCE2.

Complete the table by identifying the WBS items that should be audited and the category that the WBS item falls into.  Additionally, specify what metric(s) are significant for the WBS item.  Page 85 section 9.3.1.1 to 9.3.1.4 of Directing PRINCE2 suggests some metrics, such as effort, cost, time variances, value, defects, quality, number of occurrences, adequacy, etc.  You may also perceive of other metrics that are important to you.  WBS items may occur in more than one auditable category and have more than one metric that you measure them by.

Project Information

You may wish to write a short answer as a paragraph to explain what is required, rather than list each item. Adjust by adding extra rows or columns or merging cells in the table as required to show the items in each of the categories

Auditable Category

WBS ID and Item Description

Applicable metrics

1.

Performance / Progress

2.

Compliance

3.

Quality

4.

Change / Exit

5.

Risk

6.

Best Practices / Lessons to be Learned

Managing PRINCE2 page 94 states that an audit review is typically undertaken at the end of each stage and at the end of the project.  Kerzner in section 11.35 p582 states they may also be scheduled or at random; also that they are independent and focus on discovery or for decision-making; and finally that they may be performed by in-house or external examiners.

Identify the elements of the audit plan using the table below. 

You may wish to write a short answer as a paragraph to explain what is required, rather than list each item. Adjust by adding extra rows or columns or merging cells in the table as required to show the items in each of the categories.

Audit Category

Item

When will it be conducted?

Who will conduct?

Purpose (discovery or decision-making)?

Performance / Progress

Compliance

Quality

Change / Exit

Risk

Best Practices / Lessons to be Learned

Project Termination / Closure.

The PMBOK section 4.6 identifies the inputs, tools and techniques and outputs that apply when closing the project.  Provide a short explanation of how your project will close.

Controllable Category

Item & Explanation

PMBOK Knowledge Area

Input

Tool & Technique

Output

1. Deliverable

1.1

Write the explanation of the event driven control in this cell and delete this text afterwards.  You may use as many words as you require but brevity and succinctness is preferable.

1.2

Write the explanation of the event driven control in this cell and delete this text afterwards.  You may use as many words as you require but brevity and succinctness is preferable.

1.3

Write the explanation of the event driven control in this cell and delete this text afterwards.  You may use as many words as you require but brevity and succinctness is preferable.

2. Configuration

2.1

Write the explanation of the event driven control in this cell and delete this text afterwards.  You may use as many words as you require but brevity and succinctness is preferable.

2.2

Write the explanation of the event driven control in this cell and delete this text afterwards.  You may use as many words as you require but brevity and succinctness is preferable.

2.3

Write the explanation of the event driven control in this cell and delete this text afterwards.  You may use as many words as you require but brevity and succinctness is preferable.

3. Status Accounts

3.1

Write the explanation of the event driven control in this cell and delete this text afterwards.  You may use as many words as you require but brevity and succinctness is preferable.

3.2

Write the explanation of the event driven control in this cell and delete this text afterwards.  You may use as many words as you require but brevity and succinctness is preferable.

3.3

Write the explanation of the event driven control in this cell and delete this text afterwards.  You may use as many words as you require but brevity and succinctness is preferable.

4. Logs

4.1

Write the explanation of the event driven control in this cell and delete this text afterwards.  You may use as many words as you require but brevity and succinctness is preferable.

4.2

Write the explanation of the event driven control in this cell and delete this text afterwards.  You may use as many words as you require but brevity and succinctness is preferable.

4.3

Write the explanation of the event driven control in this cell and delete this text afterwards.  You may use as many words as you require but brevity and succinctness is preferable.

5. Issues

5.1

Write the explanation of the event driven control in this cell and delete this text afterwards.  You may use as many words as you require but brevity and succinctness is preferable.

5.2

Write the explanation of the event driven control in this cell and delete this text afterwards.  You may use as many words as you require but brevity and succinctness is preferable.

5.3

Write the explanation of the event driven control in this cell and delete this text afterwards.  You may use as many words as you require but brevity and succinctness is preferable.

6. Procurements

6.1

Write the explanation of the event driven control in this cell and delete this text afterwards.  You may use as many words as you require but brevity and succinctness is preferable.

6.2

Write the explanation of the event driven control in this cell and delete this text afterwards.  You may use as many words as you require but brevity and succinctness is preferable.

6.3

Write the explanation of the event driven control in this cell and delete this text afterwards.  You may use as many words as you require but brevity and succinctness is preferable.

Planning a termination or closure requires preparation and attention by the project team.  Please write a description below as to how, when and the process for the termination / closure of your project. If you wish to include a Gantt chart or other illustration, then please do so.

You should also refer to the audit and controllable items above where appropriate.

Delete this guidance box when you have finished with the contents.

The Project Governance Report is a vital communication tool that is used as the basis for ensuring that the project board and other major project stakeholders are provided with timely, relevant and reliable project information.  As a consequence of this report a framework is provided where by issue can be reported and decisions made in a transparently accountable manner.

Kerzner (2013) states (p. 21) that governance relates to decisions that define expectations, accountability, responsibility, the granting of power, or verification of performance.  Governance relates to consistent management, cohesive policies, and processes and decisions-making rights for a given area of responsibility.  Governance enables efficient and effective decision-making to take place.

The PMBOK (2013) section 2.2.2 discusses project governance and advises that it is a framework that provides the project manager and team with structure, processes, decision-making models and tools for managing the project, while supporting and controlling the project for successful delivery.

Auditable Categories

The report is based on the contents of Directing plus Managing Successful Projects with PRINCE2 (2009), A Guide to the Project Management Body of Knowledge (PMBOK Guide) 5th Edition (2013) and Kerzner Project Management: A Systems Approach to Planning, Scheduling and Controlling (2013).

Please complete the report for the case study (Barwon Health Infrastructure provided within the Assessments section in the Moodle.

Project name:             A brief name to describe the project

Date:                           Date of the current status report

Project ownership:      Area responsible for the project

Prepared by:                  Name and position

Distribution list:            List of those receiving the report, their positions and role in the project.

PRINCE2 states that the board should have overall responsibility for governance of project management.

The PMBOK requests information about project success and deliverable acceptance criteria.

PRINCE2 states that the roles, responsibilities and performance criteria for the governance of project management should be clearly defined.

The PMBOK requests that:

  • The relationship among the project team, organisational groups, and external stakeholders;
  • There is a project organisation chart identifies project roles;

PRINCE2 states that disciplined governance supported by appropriate methods and controls, should be applied throughout the project lifecycle.

The PMBOK request to know about the:

  • Process for review and approval for changes to budget, scope, quality, and schedule which are beyond the authority of the project management;

PRINCE2 states that there should be a coherent and supportive relationship demonstrated between the overall business strategy and the project portfolio.

The PMBOK requests the guidelines for aligning project governance and organisational strategy.

PRINCE2 states that all projects should have an approved plan containing authorization points at which the Business Case is reviewed and approved. Decisions made at authorization points should be recorded and communicated.

The PMBOK requests knowledge as to the:

  • Process to identify, escalate, and resolve issues that arise during the project;
  • Project decision-making processes;

PRINCE2 states that members of delegated authorization bodies should have sufficient representation, competence, authority and resources to enable them to make appropriate decisions.

PRINCE2 states that the project Business Case should be supported by relevant and realistic information that provides a reliable basis for making authorization decisions.

The PMBOK requests information about the approach to the project life cycle.

PRINCE2 states that the board, or its delegated agents, decide when independent scrutiny of projects and project management systems is required, and implement such scrutiny accordingly.

PRINCE2 states that there should be clearly defined criteria for reporting project status, and for the escalation of risks and issues to the levels required by the organization.

The PMBOK requests to know the process for stage gate and phase reviews, as well as the processes and procedures for the communication of information.

PRINCE2 states that the organization should fosters a culture of improvement and of frank internal disclosure of project information.

PRINCE2 states that project stakeholders should be engaged at a level that is commensurate with their importance to the organization, and in a manner that fosters trust.

The PMBOK requests what are the processes to align internal stakeholders with project process requirements.

Part A

Project name:             Barwon Health Storage & Compute

Date:                           24/05/2018

Project ownership:      South West Alliance of Rural Health

Prepared by:                  Mr. Sai krishna / Project Manager (IBM)

Distribution list:            Prof. Ruth Salom - Project Sponsor (SWARH)

                                          Mr. Andrew Hardy - Tender Officer (SWARH)

                                          Mr. Thanuja Kannangara - Project Executive (IBM)

                                          Mr. Alve Vidyesh - Main Supplier (Tech zone)

                                          Mr. Pawan Kumar - Project Coordinator (IBM)

                                          Mr. Pruthvi Raj- Supplier (Freelance software engineer)

                                          Mr. Simon Brooks - Main User (SWARH)

                                          Mr. Steve Tanic - Procurement Manager (Barwon Health)

                                          Mr. Neville Daffy - Supply Manager (Barwon Health)

Auditable Category

WBS ID and Item Description

Applicable metrics

1.

Performance / Progress

1.1

Capacity of the storage and compute

Scope statement

Scope management plan

1.2

Contracting of the Barwon health project

Track processes status

Resource allocation

1.3

Payment related processes of fees

Cost variance

Earned value analysis

2.

Compliance

2.1

Code and ethics

Audit report

Compliance report

2.2

Claim reporting

Audit and termination report

Schedule plan

2.3

Safety reports

Safety plan

Security measures

3.

Quality

3.1

Operational platform

Quality plan

Quality measurements

3.2

VDI requires extra 20%

Control and monitor

Customer survey

3.3

SQL needs 50% usage of the storage

Quality plan

Quality controlling

4.

Change / Exit

4.1

Data transfer from the previous system

Risk register

Change control

4.2

Transfer of required applications

Inspection

Expert judgement

4.3

Print server setup for the new system

Project set up report

Change control

5.

Risk

5.1

HCI Servers are not running at recommended distributions

No. of instances of deploying the system was increased to 4 times.

Inspection

5.2

Currently use of a FAT32 file system

Upgrading to NTFS and ReFS file systems

Risk analysis

5.3

Data from the previous system is not properly structured

Manual clean up of data

Risk management plan

6.

Best Practices / Lessons to be Learned

6.1

Testing

Project flow chart

User testing requirements

6.2

Customer training & Project transition

Project checklist

Training program

6.3

Project documents as per tender requirements

Tender requirements

Review of Storage and compute infrastructure tender documents

Audit Category

Item

When will it be conducted?

Who will conduct?

Purpose (discovery or decision-making)?

Performance / Progress

Capacity of the storage and compute

10 days

Network Engineer

Decision making

Contracting of the Barwon health project

12 days

Project Contractor

Discovery

Payment related processes of fees

10 days

Financial Manager

Discovery

Compliance

Code and ethics

6 days

Project manager

Discovery

Claim reporting

10 days

Project auditor

Discovery

Safety reports

3 days

Project manager

Decision making

Quality

Operational platform

2 days

Network Engineer

Decision making

VDI requires extra 20%

10 days

Network Engineer

Decision making

SQL needs 50% usage of the storage

11 days

Developer

Decision making

Change / Exit

Data transfer from the previous system

12 days

Network Engineer

Discovery

Transfer of required applications

15 days

Network Engineer

Discovery

Print server setup for the new system

20 days

Network Engineer

Decision making

Risk

HCI Servers are not running at recommended distributions

25 days

Network Engineer

Decision making

Currently use of a FAT32 file system

19 days

Network Engineer

Decision making

Data from the previous system is not properly structured

16 days

Network Engineer

Decision making

Best Practices / Lessons to be Learned

Testing

10 days

Tester

Decision making

Customer training & Project transition

15 days

Project manager

Discovery

Project documents as per tender requirements

6 days

Project manager

Discovery

Controllable Category

Item & Explanation

PMBOK Knowledge Area

Input

Tool & Technique

Output

1. Deliverable

1.1 Testing

Project Plan, Project scope, Risk register & Deliverables

Expert judgement

Change requests, Document updates & work performance reports

There is requirement of proper testing of the installation processes.

1.2 Customer training & Project transition

Project Plan, Project scope & Deliverables

Meetings, Analyzing the system

Final project scope, documents & user manual

Training is required to expertise the employees into IT skills.

1.3 Payment related processes of fees

Project Plan, Project scope, Risk register & Deliverables

Technical performance review

Payment report

Payments of entire project is done properly using cost variance and earned value calculation.

2. Configuration

2.1 Compatibility of the server setup on the new system

Testing plan

Expert judgement

Final product

Testing must be done for the complete system.

2.2 Claim reporting

Project management plan

Expert judgement

Project claim report

There are project map & design in detail, Supporting documents, User manual

2.3 Safety reports

Project management plan

Analytical judgements

Project safety procedures and guidelines

Safety measures are to be taken by the employees to aware of the possible risks into the installation sites.

3. Status Accounts

3.1 Operational platform

Project management plan

Expert judgement

Project plan document

It is required to determine if all the technical works are done properly.

3.2 VDI requires extra 20%

Project management plan

Expert judgement

Monitoring plan

There are proper management of the VDI programs.

3.3 SQL needs 50% usage of the storage

Project management plan

Expert judgement

Project plan document

There is proper storage of SQL.  When SQL is properly stored, the there is more chances of properly completion of project work.

4. Logs

4.1 Risk register, Final checklist

Project plan & scope

Meetings, Risk audit & assessments, Technical performance review

Project documents, User manual

All the project activities are planned properly to complete it on time.

4.2 Transfer of required applications

Weekly meetings

Expert judgement

Final product

It is required to determine if all the technical works are done properly.

4.3 Print server setup for the new system

Project plan & scope

Meetings, Risk audit & assessments, Technical performance review

Project documents, User manual

It is required to determine if all the technical works are done properly.

5. Issues

5.1 HCI Servers are not running at recommended distributions

Weekly meetings

Expert judgement

Project scope and document updates

The expert’s judge is required for the probability, impact and severity of the risks.

5.2 Currently use of a FAT32 file system

Weekly meetings

Expert judgement

Risk Management Plan

Monitoring plan helps to monitor all the project issues properly.

5.3 Data from the previous system is not properly structured

Project risk management plan

Meetings

Risk Audit

All the project activities are planned properly to complete it on time.

6. Procurements

6.1 Testing

Testing plan

Expert judgement

Final product

Testing measures are taken to verify and validate if the system is accepted with its client’s requirements.

6.2 Customer training

Training materials

Training checklist

Training programs

Trainings are provided to employees to make expertise and provide knowledge on IT.

6.3 Project documents as per tender requirements

Project management plan

Expert judgement

Tender report

Proper tendering results into gaining of project reports.

Project name:             Barwon Health Storage & Compute

Date:                           29/04/2018

Project ownership:      South West Alliance of Rural Health

Prepared by:                  Mr. Sai krishna / Project Manager (IBM)

Distribution list:            Prof. Ruth Salom - Project Sponsor (SWARH)

                                          Mr. Andrew Hardy - Tender Officer (SWARH)

                                          Mr. Thanuja Kannangara - Project Executive (IBM)

                                          Mr. Alve Vidyesh - Main Supplier (Tech zone)

                                          Mr. Pawan Kumar - Project Coordinator (IBM)

                                          Mr. Pruthvi Raj- Supplier (Freelance software engineer)

                                          Mr. Simon Brooks - Main User (SWARH)

                                          Mr. Steve Tanic - Procurement Manager (Barwon Health)

                                          Mr. Neville Daffy - Supply Manager (Barwon Health)

The responsibility for this project lies with success into the project work. The roles of the team members those are involved into the project work are project users and project board members. The project team members are taking responsibility to decide which one is better for the project and which is not. Based on their decisions, the success rate of the project is to be measured. The members sign off the project documents and resolve of any issues which affect the entire project work. 

The roles, responsibilities and performance criteria for this project consist of internal and external project team members. The internal project team members of this project work are system analyst, project manager, board member and network engineer. The external project team members are consisted of service users, service providers, customers and suppliers. The responsibilities of system analyst is to analyse the proposed IT network, project manager plans the entire project work, board member directs and manages the financial policies and network engineer deals with the network related issues. The service users receive of the services, service providers can ensure that there is signing off products, suppliers can ensured about consistency of the products and customers can analyse the cost as well as benefits of desktop infrastructure.

Project Information

The governance arrangements for this project consist of change into the task spending plan, degree, quality, and timetable past the expert of the venture administration. It likewise incorporates of changes into rules, forms which decide expert and additionally responsibility of authoritative strategies, business items and inclusion of partners into basic leadership.

The Relationship to the Portfolio for this project is balance scorecard which changes routes into the hierarchical business. It can decipher the larger amount of key arrangement into the operational plans. It likewise brings criticism circle into the vital arranging forms.

The authorisation points for this project are venture basic leadership, which takes choices in regards to any progressions which are made into the task work. The business instance of the delicate undertaking is being inspected appropriately to lessen the event of issues.

The delegation arrangements for this project are changes into the appointment of organization, advertising exercises which are identified with the advantages of the association. There is necessity of outsourcing alongside designation of errands into the task.

The manner in which information validity for this project is assured is guaranteed is to gauge the outline of the foundation at each phase of the undertaking forms. The legitimacy of virtual work area framework is guaranteed in setting of the venture work.

The scrutiny arrangements for this project are to do joint work which is formalized. By sharing of the data on each work's projects, investigation goes about as impetus to alter nearby understanding and in addition joint working around the task key issues.

The status reporting arrangements for this project are the venture exercises report which appears if the undertaking exercises are done on time or not. The spending design report appears if the undertaking work is under spending plan or it gets over spending plan. The undertaking plan design is likewise investigated to watch if the task design is on time or there is delay into the arrangement.

The improvement arrangements for this project are change over the authoritative culture to keep any sort of contentions with the undertaking colleagues into the venture. The undertaking data are not imparted to any outer partners; it ought to be revealed inside.

The stakeholder engagement arrangements for this project are to draw in the interior partners into the undertaking work. The partners are locked in into moderating the authoritative issues with the goal that the association's execution is enhanced for basic leadership. Engagement of the stakeholders into a project is required to take of proper project related decisions for successful completion of this project work.

Anheier, H.K., 2014. Governance: What are the issues?.

Biesenthal, C. and Wilden, R., 2014. Multi-level project governance: Trends and opportunities. International Journal of Project Management, 32(8), pp.1291-1308.

Ding, R., 2016. Project Closure Aiming for Maximum Value. In Key Project Management Based on Effective Project Thinking(pp. 325-338). Springer, Berlin, Heidelberg.

Exchange, K., 2017. Introduction of Corporate Governance Report.

Harrison, F. and Lock, D., 2017. Advanced project management: a structured approach. Routledge.

Heagney, J., 2016. Fundamentals of project management. AMACOM Div American Mgmt Assn.

Huemann, M., 2016. Auditing Projects and Programs. In Gower Handbook of Project Management (pp. 115-130). Routledge.

Kerzner, H. and Kerzner, H.R., 2017. Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.

Lodge, M. and Wegrich, K. eds., 2014. The problem-solving capacity of the modern state: Governance challenges and administrative capacities. Oxford University Press, USA.

McGrath, L.F., 2015. Governance Indicators. Governance Report, pp.95-116.

Mees, H. and Driessen, P., 2018. A framework for assessing the accountability of local governance arrangements for adaptation to climate change. Journal of Environmental Planning and Management, pp.1-21.

Meredith, J.R., Shafer, S.M., Mantel Jr, S.J. and Sutton, M.M., 2016. Project management in practice. Wiley Global Education.

Oakes, G., 2016. Project reviews, assurance and governance. Gower.

Too, E.G. and Weaver, P., 2014. The management of project management: A conceptual framework for project governance. International Journal of Project Management, 32(8), pp.1382-1394.

Verzuh, E., 2015. The fast forward MBA in project management. John Wiley & Sons.

Zwikael, O. and Smyrk, J., 2015. Project governance: Balancing control and trust in dealing with risk. International Journal of Project Management, 33(4), pp.852-862.

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