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.