For many organizations, self-imposing an audit to a project currently in flight would be akin to getting a medical checkup while trying to run a marathon.
Project audits are more than just a measure of performance. They can serve as an independent verification of a project’s success, and a reassessment of the organization’s commitment to the project and its priority, especially for projects that are regulatory or complex in nature.
Typically, there are two types of project audits: in-process project audits and post-project audits. For projects that stem from a set of regulatory requirements, a project audit can serve as a first line of defense in preparation for more formal examination by internal or external auditors. For complex projects/programs, especially those implemented in a phased approach, project audits can identify gaps in documentation, quality, and processes (including tools and templates). But, more importantly, project audits can determine if the project is achieving its intended goals and objectives.
Project audits aren’t always welcome. Heck, even the word “audit” strikes fear into many people. But what reasons might project audits be rejected by a team or organization? They may believe that this adds work to the project that may already have time and cost constraints. Project team members might also think that project status reports are enough. Or maybe they believe that auditors are always out to find something wrong.
If your organization is considering a project audit, it is important to keep the following in mind.
- Project audits should not be a witch hunt or a blame game.
- Project audit teams should be independent of the project team.
- Senior management should support the project audit and ensure that the audit team has access to all the information and project participants.
Approach the project audit in three key steps:
- Establish Criteria
▪ Establish the exit or success criteria – these are the artifacts or evidence of successfully met key milestones.
▪ Consider using questionnaires, surveys, checklists, or scorecards
- Analysis
▪ Conduct interviews with project managers and team members
▪ Perform project documentation reviews
▪ Identify and evaluate risks and contingencies
III. Establish an Action Plan
▪ Report results to management
▪ Provide remediation recommendations
▪ Follow up on remediation efforts
The bottom line is that lessons learned can be a useful tool for project managers at the completion of a project. But imagine if you could learn from those lessons during the project and be able to address those issues and help ensure project success. Project audits can do this. Just remember though that project audits are meant to improve an organizations’ project management efforts, not foster blame or hinder a project.
