tailieunhanh - Lecture Project management: A managerial approach – Chapter 12: Project auditing

Lecture Project management: A managerial approach – Chapter 12: Project auditing. Chapter 12 deals with methods for both ongoing evaluations and terminal audits of a project, as well as identifying factors associated with project success and failure. | Chapter 12 Project Auditing 12- Project Audit A formal review of any aspect of a project Audits focus on whatever matters senior management desires Another type of audit is an ethics audit Evaluate means to set the value of or appraise Project evaluation appraises progress and performance against standard 12- Purpose of Evaluation—Goals of the System Efficiency in meeting both the budget and the schedule Customer impact/satisfaction Business/direct success Future potential 12- The Project Audit The main purpose of an audit is to help achieve the goals of the project All facets of the project are studied A project audit is equivalent to the application of TQM to project management 12- Approach to Project Audit All facets of the project are studied The strengths and weaknesses are identified Recommendations are prepared to help current and future projects 12- Project Audit Recommendations Identify problems earlier Clarify scope, cost, and time . | Chapter 12 Project Auditing 12- Project Audit A formal review of any aspect of a project Audits focus on whatever matters senior management desires Another type of audit is an ethics audit Evaluate means to set the value of or appraise Project evaluation appraises progress and performance against standard 12- Purpose of Evaluation—Goals of the System Efficiency in meeting both the budget and the schedule Customer impact/satisfaction Business/direct success Future potential 12- The Project Audit The main purpose of an audit is to help achieve the goals of the project All facets of the project are studied A project audit is equivalent to the application of TQM to project management 12- Approach to Project Audit All facets of the project are studied The strengths and weaknesses are identified Recommendations are prepared to help current and future projects 12- Project Audit Recommendations Identify problems earlier Clarify scope, cost, and time relationships Improve performance Locate technological advances Evaluate quality Reduce costs Improve risk identification Many more 12- Direct and Ancillary Project Objectives Direct goals are stated project objectives Including customer satisfaction Direct goals ignore many costs and benefits to: The project Its team members The parent organization Unstated objectives are called ancillary goals 12- Examples of Recommendations Concerning Ancillary Goals Improve understanding the value of the project Improve process for organizing and managing projects Provide information for entering new markets Provide a congenial environment Identify organizational strengths and weaknesses 12- Examples of Recommendations Concerning Ancillary Goals Continued Improve response to risk factors Allow access to policy decisions by external stakeholders Improve the way projects contribute to the professional growth Identify high potential personnel 12- Ancillary Goals .

• Quản trị kinh doanh
• Project management
• Lecture Project management
• Quản lý dự án
• Managerial process
• Project execut
• Project auditing
• Information technology project management
• Information technology project
• Project portfolio management
• Project management profession
• Project management framework
• Project management context
• Project life cycle
• Project management process
• Lecture Project management in practice
• Modern project management
• Project manager
• Project scope management
• Importance of scope management
• Project scope management processes
• Project Time Management
• Project Cost Management
• Project Quality Management
• Project management institute
• Project human resource management
• Project communications management
• Project risk management
• Project management standards
• Project management forms
• Enterprise project management
• Project authorization
• Project analysis
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• Organizational influences
• Project management processes
• Project integration management
• Project perspective
• Cost management
• Cost management plan
• Project plan
• Integration change control
• Project management principles
• Project management definition
• Project management perspectives
• Project stakeholder definition
• Project life cycle definition
• Project Management in Practice Dr Neil Project management
• Project organisational structures
• Balanced matrix
• Project management office
• Projectised organisation
• Time constrained project
• Project schedule
• Extended network techniques
• Project Governance
• Lecture Information technology project management
• Project management statistics
• Project sponsor
• Project Analysis Under Risk
• Project Analysis
• project costs
• project investment
• project evaluation
• technical project management
• project management for small business
• Risk management planning
• Qualitative risk analysis
• Managing project teams
• Human resource management plan
• Project procurement management
• Procurement management plan
• Outsourcing project work
• Quality management planning
• Communications management plan
• Project Cash Flows
• Project Appraisal
• Essential Formulae
• Project Analysis Under Certainty
• Project management in practice
• Evaluating the project
• Terminating the project
• Project termination