Project Audit And Termination Report

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) 5^th 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) 5^th 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.

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.

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