Project Audit, Termination and Governance Reports for Barwon Health Project Tender

This report provides insights on the Project Audit, Termination and Governance Reports for Barwon Health Project Tender. It includes project information, auditable categories, audit plan, project termination/closure plan, project governance report, roles, responsibilities and performance criteria.

PROJECT AUDIT, TERMINATION AND GOVERNANCE
REPORTS
NAME OF PROJECT
PPMP20010 - Assignment 2
Part A
Project Audit and Termination
Report
1 PROJECT INFORMATION
Project name: Barwon Health Project Tender- Storage and computer
infrastructure
Date: 22/5/2018
Project ownership: Project Sponsor and stakeholders
Prepared by: (Please fill)
Distribution list: (Please fill)
2 AUDITABLE CATEGORIES
Auditable Category WBS ID and Item Description Applicable metrics
1. Performance /
Progress
1.1 Executing the Barwon health
project
Resources utilization
Tracking growth and
development of the project
1.2 Paying the stakeholders Budget analysis
Cost-benefit identification
1.3 Providing computing and
storage
Management of the project
scope
2. Compliance 2.1 Notifying the claims Management of the timeline
Analysing feasibility of the
timeline
2.2 Guidelines, policies,
standards, and Code
Project plan
Project audit plan
2.3 precaution management Management plan for safety
Management plan of
environment
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3. Quality 3.1 HCI platform’s operation Measurement of Quality
Quality Management
3.2 0.5 times additional storage
required for SQL
Client satisfaction level
Quality management plan
3.3 additional 20% required by
VDI
Customer experience and
satisfaction level
Controlling quality
4. Change / Exit 4.1 Changing login script of
Barwon Health assuring
enhancement in the
performance
Better decision-making
Change control
4.2 Change management
process implementation of
Brown Health
Control over change
Scope statement change
4.3 Changes in the tenders of
the project
Analysing the computing and
storage infrastructure
tenders
5. Risk 5.1 Communication gap Spread information to entire
stakeholder
Communication
management plan
5.2 Deformities in project budget
plan
Cost management plan
Risk assessment
5.3 Ineffective and inappropriate
training
Management of the control
Control management Plan
6. Best Practices /
Lessons to be
Learned
6.1 Designing, supplying and
building new environment for
HCI
Management of the suppliers
Scope management plan
6.2 Citrix Virtual Desktop
Infrastructure designing and
building
Project evaluation
management
Scope statement
6.3 New SQL server cluster
designing and building
Quality management
Scope management
3 AUDIT PLAN
Auditable
Category
WBS ID and Item
Description
When will it
be
conducted?
Who will
conduct?
Purpose
(discovery
or decision-
making)?
1. Performance
/ Progress
1.1 Executing the
Barwon health
project
6 days Project
manager
Discovery:
compliance
of the project
objectives
within the
tender
1.2 Paying the 15 days Project Discovery:
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PROJECT AUDIT, TERMINATION AND GOVERNANCE
REPORTS
NAME OF PROJECT
stakeholders manager Project
payment will
result in the
project
initiation
1.3 Providing
computing and
storage
30 days Project
auditor
Decision
making:
selection of
the proper
and
appropriate
capacity and
storage
infrastructure
2. Compliance 2.1 Notifying the
claims
20 days Project
manager
Discovery:
Availability of
the time for
informing the
stakeholders
about the
ongoing
project
details
2.2 Guidelines,
policies,
standards, and
Code
10 Days Project
auditor
Discovery:
establishing
and
spreading
information
related to the
code,,
standard,
and policies
being
implemented
within the
project
2.3 precaution
management
24 days Project
safety
manager
Decision
making:
Reviewing
the
precautions
and safety
taken in
consideration
for the
project
development
3. Quality 3.1 HCI platform’s
operation
15 days Project
auditor
Decision
making: New
HCI platform
quality
evaluation
3.2 0.5 times
additional
storage required
for SQL
50 days System
administrato
r
Decision
making:
additional
storage and
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REPORTS
NAME OF PROJECT
capacity has
been
required for
the
establishmen
t of the
virtual
desktop
infrastructure
for additional
data
collection
and
processing
3.3 additional 20%
required by VDI
25 days Project
auditor
Decision
making:
additional
efforts for
limiting the
failures in the
system
4. Change / Exit 4.1 Changing login
script of Barwon
Health assuring
enhancement in
the performance
25 days Project
manager
Discovery:
analysing the
requirements
for the
configuration
4.2 Change
management
process
implementation
of Brown Health
20 days Project
manager
Discovery:
Change
management
is a crucial
factor
4.3 Changes in the
tenders of the
project
15 days Project
manager
Decision
making:
Risks
impacting
positive
outcomes
5. Risk 5.1 Communication
gap
30 days
5.2 Deformities in
project budget
plan
50 days Project
manager
Decision
making:
management
of the team
and
stakeholders
will be
carried out
by the
project
manager
5.3 Ineffective and
inappropriate
training
15 days Project
sponsor
Decision
making:
budget or
cost
estimation
should be
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PROJECT AUDIT, TERMINATION AND GOVERNANCE
REPORTS
NAME OF PROJECT
done in
efficient
manner
6. Best
Practices /
Lessons to be
Learned
6.1 Designing,
supplying and
building new
environment for
HCI
25 days Project
designer
Decision
making: New
HCI platform
will be
requiring an
effective and
efficient plan
for executing
the
operational
activities
6.2 Citrix Virtual
Desktop
Infrastructure
designing and
building
20 days Project
designer
Discovery: in
manner to
draw the
infrastructure
, design
reports have
been
prepared
6.3 New SQL server
cluster designing
and building
15 days Project
designer
Discovery:
carrying out
the project
evaluation
4 PROJECT TERMINATION / CLOSURE
Controllable
Category
Item &
Explanation
PMBOK Knowledge Area
Input
Tool &
Technique Output
1. Deliverable 1.1 capacity
and storage
infrastructure
Release plan Flow chart,
visual
representation
Allowing
operational activity
to be effective and
efficient
Timeline would be followed in strict manner
1.2
Evaluation of
the
infrastructure
feasibility
Evaluation
plan
Fishbone
diagram,
cause and
effect diagram
Establishment of a
sophisticated
infrastructure
All the tests came positive and project can be proceeded
1.3
Storage and
computer
systems
establishment
Execution plan Analytical
techniques
Effective and
efficient execution
Feedback and suggestions can be collected from the stakeholders
to improve the project quality
2. Configuration 2.1
Meeting and
Communicatio
n
Communicatio
n management
plan
Face to face
meetings
every week
Elimination of
conflict and
evolution of
innovation
It will allow the managers to consider the innovative ideas and
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approaches for the growth and development of the project
2.2
Software
Project
management
plan
Expert
judgement
Resources audit
report
Considering the overall phase of the project and implementation of
the hardware throughout the project lifecycle
2.3
Hardware
Project
management
plan
Expert
judgement
Resources audit
report
Considering the overall phase of the project and implementation of
the software throughout the project lifecycle
3. Status
Accounts
3.1
Planning
packages
Project
management
plan
Expert
judgement
Project plan
document
Project planning will be executed in an efficient and effective manner
3.2
Work
packages
Activities for
the execution
of the project
Expert
judgement
MS Project WBS
All the activities and sub-activities will be determined
3.3
Accounts
planning
Project
management
Analytical
judgements
Management of
accounts in
effective and
efficient manner
Project constraints will be controlled throughout the growth and
development of the project
4. Logs 4.1 Team
management
log
Report of the
team’s
performance
Better
decision-
making by
expert
Stakeholder
analysis
Stakeholder analysis is to be done properly to identify the project
team members.
4.2
Risk register
log
Risk
management
plan
Better
decision-
making by
expert
Risk register
Helpful in judging the impact, probability and severity of the risk
4.3
Monitoring log
Auditing Regular
Meetings
Monitoring and
auditing plan
Monitoring plan helps to monitor all the project issues properly.
5. Issues 5.1 Lack of
communication
Weekly
meetings
Data and
information
collection
techniques
Budget plan
Resource management in an efficient and effective manner
considering the elimination of risk associated to communication
5.2
Budget
Financial risks Better
decision-
making for
experts
Communication
management plan
Communication plan will explain the processes and activities
involved for the deployment of the meetings
5.3
Improper
training
Training
materials
Checklist
analysis
Much efficiency in
delivering
objectives within
the project
Lead to better understanding and application of the imposed
processes
6.
Procurements
6.1
Stakeholder
Stakeholder
analysis
Better
decision-
Assuring
accomplishment of
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PROJECT AUDIT, TERMINATION AND GOVERNANCE
REPORTS
NAME OF PROJECT
participation making every objective
Assigning stakeholders as per their abilities
6.2
Value of
money
Project
timeline
Market
analysis
Statement of work
Better resource and budget estimation can be delivered
6.3
Opportunities
of training
Training
materials
Checklist
analysis
Proper training
programs for
workers
Allowing stakeholders to be expert in the same field
5 TERMINATION / CLOSURE PLAN
Week Week
1-8
Week 9-
16
Week
17-24
Wee
k
25-
32
Wee
k
33-
40
Wee
k
41-
48
Wee
k
49-
52
Preparation step
Audit contract
analysis
Analysing
previous audit
report
Establishing
committee for
audit review
Meeting with
stakeholders
design, build
and supply of
VDI finalization
Audit phase 1
Deliver Audit
for designing,
supplying and
building new
HCI
environment
Tender’s
Balance sheet
audit
Issues
discussion
with
stakeholders
Preliminary
findings
Audit phase 2
Auditing
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design and
build of new
Citrix Virtual
Desktop
Infrastructure
Tender
operation audit
brainstorming
Preliminary
findings
Audit phase 3
Auditing
design and
building of
new SQL
Server
Clustered
Farm
Auditing the
operation of
tender
Brainstorming
on the raised
issues
Preliminary
findings
Audit consolidation
Consolidating
the findings
from the
project
Audit draft
presentation
Final report
presentation of
the audit
report
Audit plan
completion
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PROJECT AUDIT, TERMINATION AND GOVERNANCE
REPORTS
NAME OF PROJECT
Part B
Project Governance Report
1. PROJECT INFORMATION
Project name: Barwon Health Project Tender- Storage and computer
infrastructure
Date: 22/5/2018
Project ownership: Project sponsor and stakeholders
Prepared by: (Please fill)
Distribution list: (Please fill)
2. OVERALL PROJECT RESPONSIBILITY
The overall project responsibilities lies in the successful delivery of the project and manage
the constraints of the project. The project board will consist of suppliers, project board, and
workers as represented below. The board of the project will be responsible for decision
making considering every stakeholder. The board takes responsibility to take decisions
related to the project.
3. ROLES, RESPONSIBILITIES AND PERFORMANCE CRITERIA
Role Responsibilities
Project team
Director of Public Health  Determine vision and objectives for the
heath project
 Accountable to deliver health objectives and
report annually on project outcomes
System analyst  Use of analysis and design procedures to
solve the business problems
 Identify the organizational infrastructure
improvements
Project Manager  Plan and execute the project plan
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 Lead and manage the project team
Procurement manager  Manage and coordinate the procurement,
buying and supplying of products
 Plan, coordinate and deal with the
purchasing departments
Board committee
members
 Direct and manage the potential liabilities
 Establish of policies related to financiers
External stakeholders
Service users  Receive of services encourage and foster
experiences
 Provide high quality of services to the client
Customers  Analyse the cost and benefits of virtual
desktop infrastructure
 Brief the user management on all project
aspects
Suppliers  Ensure that progress remains consistent
with perspective of supplier
 Brief the non-technical management on the
aspects of supplier
Service providers  Ensure that the products are being signed
off
 Resolve the user requirements
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4. GOVERNANCE ARRANGEMENTS
The changes implemented in the project will be governance by the project heads
considering the constraints of the project. The alteration in the processes and
rules will be helpful I identifying and determining the accountability of the
authority considering the policies and standards set by the organization on the
commercial standard. It will also be considering the decision-making of the
stakeholders.
5. RELATIONSHIP TO THE PORTFOLIO
The portfolio will be a helpful measure for transforming the project management
into an innovative approach for better decision making and appropriate
measures for managing the growth and development of the organization. Higher
strategies can be transformed into operational plans that can support the
changes being implemented within the organization.
6. AUTHORISATION POINTS
Project decision making related to the activities and audit phases are the
authorization points.
7. DELEGATION
In relation with the intellectual property of the organization, the delegation
strategies for the project will deal with the delegations of the marketing activities,
and the administration. “There are requirement of outsourcing along with
delegation of 7tasks into the project.”
8. INFORMATION VALIDITY
Measuring the infrastructure design at every phase of the project can be
considered as the vital fact for the information validity.
9. SCRUTINY
Scrutiny will behave as a catalyst while sharing and exchanging the information
related to the growth and development of the project that will be contributing in
the modification of the local understanding in association with the activities
related to the issues identified while delivering the project.
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10. STATUS REPORTING
The work breakdown structure depicting the activities involved in the execution of
the whole project and reporting the updates related to the ongoing development
of the activities can be enlisted in the status reporting. Weekly review can be
recommended for the status reporting while auditing the overall execution of the
project.
11. IMPROVEMENT
The organization internal environment and culture aspects will be considered for
the implementation of the improvements during the project execution through
restricting the conflicts and issues during the overall growth and development of
the project.
12. STAKEHOLDER ENGAGEMENT
The internal and stakeholders will be engaged throughout the project lifecycle
assuring that the individuals being assigned to the project are accomplishing
their roles with full responsibility.
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