PPMP20010 Project Audit & Termination Report: XYZ Council Project

This report presents a comprehensive project audit and termination analysis for the implementation of a Corporate Planning and Reporting System project at XYZ Council (NSW), prepared by a student project manager. The report is structured around key auditable categories, including performance/progress, compliance, quality, change/exit, and risk, with detailed descriptions, applicable metrics, and audit plans outlining the 'when,' 'who,' and 'purpose' of each audit. It meticulously covers project termination/closure, aligning PMBOK knowledge areas with inputs, tools, techniques, and outputs across various controllable categories such as deliverables, status accounts, logs, issues, and procurements. The report also includes a project termination/closure plan, detailing the steps involved in preparing for closure, premature closure, handing over products, checking benefits, and post-closure evaluation. Additionally, the report incorporates a tender document with a breakdown of costs. The report is designed 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.

PROJECT AUDIT, TERMINATION
REPORT
PAGENTER YOUR NAME WITH
PPMP20010
Assessment 2 – Part A
Project Audit & Termination Report

1 PROJECT INFORMATION
Project name: Implementation of Corporate Planning Corporate Planning and reporting
System project.
Report date: January 1 2020
Project ownership: XYZ Council (New South Wales)
Prepared by: Students Name (Project
manager)
Distribution list: Project Manager, Project Sponsor, Executive Steering committee, Project
management office, quality Assurance group, Professional Facilitators on Best
practices.
2 AUDITABLE CATEGORIES

Auditable Category WBS # Auditable Item Description Applicable Metrics
1. Performance /
Progress 1.1
Action plan monitoring-Ethic has been
identified to be an integral factor as it
determines the compliance of the
organization to appropriate actions.
Quality metric
1.2
Processing- this is a determinant of the
efficiency and effectiveness of the
system. In this context, the processing
capabilities of the system are an
integral aspect in determining how the
organization can achieve its objectives
and goals.
Value
1.3
The sum tendered- as it can be
established from the document, the
item description are associated with
specific tasks. Training and all the items
are associated with specific sums and as
such, it may be essential to identify if
the economic returns exceed the cost.
It will minimize wastage of resources
Cost
value
2. Compliance 2.1
Data management- This is essential as it
determines the user and the data
backup management plan. In such a
context, it eliminates malicious
presence. In such a regard, it is vital in
ensuring that there is adequate
authenticity and retrieval of data.
Safety
Risk
2.2
Action plan monitoring- this has been
established as an integral compliance
requirement as it establishes whether
the organizations in accordance with
the organizational specifications and
requirements. In such, it ensures that
the organization is in line with the
regulatory or industrial requirements.
Adequacy
3. Quality 3.1
Data management has been identified
to be essential in ensuring the quality of
the project specifications. There is a
need to ensure that there is an
adequate data and verification plan
that eliminates the chances of malicious
data use as well as loss. Safety of the
data should be a priority in the
organization.
Adequacy
3.2
Capital works reporting is an integral
aspect, more so in such a regulated
project. In this, it provides a benchmark
from where the organization can
ensure that the system process and
implementation procedure is as per the
industry standards, ensuring that both
the safety and quality of the output is
per the industry standards.
Quality
Safety
3.3
Interface is integral in identifying that
the organization can maintain the
standards across the departments.
Quality
4. Change/Exit 4.1
Data management- there is a need to
identify that the data used throughout
the life of the organization can be
retrieved later for reference purposes.
More to this is the fact that the data
Safety
Risk

needs to be verified and as such, there
is a need to ensure that there are no
malicious attempts to corrupt the data
4.2
Lump sum tendered is essential as it
will be essential in identifying all the
costs associated with the project’s
implementation as well as any debts
that may be owed. In such a context, it
is kept to ensure that there is no
mismatch between the final results and
the initial calculations.
Risk
5. Risk 5.1
The system features should be capable
of ensuring that that the data can be
stored for future references. Moreover,
it is essential in ensuring that there is a
back-up and a proper verification
feature to eliminate any mismatch in
information.
Safety
5.2
Security refers to all the measures put
in place to provide a foolproof
methodology of data storage and
retrieval. In this, there may be a need
to identify if the different data
management personnel have adequacy
in training.
Quality.

3 AUDIT PLAN
Auditable
Category
Auditable Item When will
audit be
conducted?
Who will
conduct
audit?
Purpose
(Discovery or
Decision-making)
1. Performance 1.1Action plan monitoring February 20,
2020
Project manager Discovery
1.2Processing January 31
2020
Project manager Decision making
1.3Sum tendered Midway
through the
project
Executive steering
committee
Decision making
s2. Compliance 2.1 Data management April 15, 2020 Project
management
office
Decision making
2.2Action plan monitoring March 10,2020 Project
management
office
Decision making
3. Quality 3.1 Data management July 17, 2020 Quality Assurance
group
Decision king
3.2 Capital works reporting April 28, 2020 Quality assurance
group
Discovery
3.3 System interface May 13,2020 Quality assurance
group
Discovery
4. Change/Exit 4.1 Data management Some months
before the end
of the project
Exit champion Decision making
4.2 Lump sum tendered Some months
before the end
of the project
Exit champion Decision making
5. Risk 5.1 System features This will be
done
randomly ,
mainly after
every 2 months
Quality facilitators Decision making
5.2 Security Randomly, in
this case after
every 1 month.
Quality facilitators Discovery

4 PROJECT TERMINATION / CLOSURE
Controllable
Category Item & Explanation
PMBOK Knowledge Area
Inputs
Tools &
Techniques Outputs
1. Deliverables 1.1 Action plan
compliance
Project charter Document analysis Lesson learnt
register
There is a need to review the project charter as it identifies all
the approval requirements as per the projects scope. This, in
essence, determines compliance of the project, mainly through a
document analysis. The lesson learned register is provided for
future reference and identifies all the shortcomings as well as
the strengths of the methodology used.
1.2 System process
efficiency report
Quality Reports Document analysis Result transition
Quality reports are used to identify the quality requirements of
the system. In such regards, through the proper analysis of the
relevant documents, the organization can identify any hitches
and strengths. Result transition provides the output of the
system in comparison to the actual requirements.
1.3 Project sum and
budgetary mismatch
report
Procurement
documentation
Document analysis Organizational
process updates
All the project procurement requirements need to be identified
in relation to the project scope budget. Through proper
documentation analysis, the organization may identify the
operational support documents which identify the requirements
to maintain and operate the project.
2. Status Accounts 2.1 Data management
accounts
Requirements
documentation
Variance analysis Service transition
The organization will identify the accounts as per the document
requirements to determine the status. Comparing the end
results and the planned results through a variance analysis, it
can be used to improve the metrics, which will be essential in
indicating output and input comparison in the service transition.
2.2 Action plan
accounts
Requirements
documentation
Variance analysis Lesson learned
register
Action plan accounts will be identified as per the requirements
documents, which indicates what the project charter had
outlines. A variance analysis will be useful in comparing the
actual to the planned results, which provides a proper lesson
learned register for future reference
3. Logs 3.1 Data management
logs
Quality reports Document analysis Lesson learned
register
Quality reports are essential determinants of the quality of the
data management system. This is as per the project scope
requirements. In such a context, using the document analysis to
identify the shortcoming and the strengths will be essential in
the creation of the lesson learned register.
3.2 Capital works
reporting logs
Issue log Document analysis Service transition
The issue log will be used to identify any issue in the capital
works and through a proper document review, any flaws and
strengths will be identified. The service transition document, as
such, will be used to identify these factors to the eventual users.
3.3 System interface
logs
Quality control Variance analysis Service transition
The quality control input will be used to identify any quality
factors that may be available in the system interface. In this, the
variance analysis is used to determine the variation of the actual
results to the planned reports, which is handed out to the
eventual users through the service transition document.
4. Issues 4.1 Data issues Issue log Regression analysis Lesson learned
register
Any issues that may be open in the data system are identified
through an issue log. In such regards, the regression analysis will
be used to identify any interrelationship between the data
variables. The use of a lesson learnt is for better management of
the system.
4.2 Cost issues Issue log Variance analysis Organizational assets
process update

The issue log, as has been noted, will be used in identifying any
cost issues that may be available in the project. The variance
analysis will be used in identifying any differences between the
actual and planed results, which is essential in the creation of
the configuration management knowledge base.
.
5. Procurements 5.1 System features
procurement reports
Procurement
documentation
Meeting Final report
Procurement documentation will identify the entire project
system procurement requirements as per the planning. The use
of a project charter may be vital. Through meetings, there is the
identification of all factors that may have contributed to the
actual results, which results to the final report on the
procurement outcomes.
5.2 Security
management
procurement documents
Procurement
documentation
Meeting Final report
Procurement documentation will identify the entire project
security system interface procurement requirements as per the
planning. The use of a project charter may be vital. Through
meetings, there is the identification of all factors that may have
contributed to the actual results, which results to the final
report on the procurement outcomes (Project
Management Institute, 2017). All these need to be
identified during the project close as they are important for
future budgets and costing measures.
.

5 PROJECT TERMINATION / CLOSURE PLAN
 The first step is the preparation of the planned closure. The project manager of the
corporate planning and reporting system project needs to identify that all the project
requirements as identified in the project charter document have all been achieved.
 The project manager will need to have all the project documents from the different
project teams. User interface, data systems and all other teams present in the project
need to verify that all the project requirements as outlined in the project charter have
been fulfilled.
 The project manager needs to seek approval from the project steering committee in
order to provide the XYZ council (NSW) with the details about the project release. It
ensures that there is no breach of contract and proper adherence to the chain of
command.
 The preparation of premature closure (Kerzner, 2017), in this context, closure may occur
when the project deliverables have not all been achieved or not. As such, the project
manager needs to ensure that any progress of value should be salvaged. Any gaps that
the project manager will identify in the system implementation will need to be raised
to the XYZ council (NSW).
 The issue registers and the project plan needs to be updated as per the final results
prior to the premature closure. This ensures that all project information at the final
stage before the premature closure is stored.

 There should be a need to provide recovery of the tasks and completed aspects of the
project. This provides a cost effective measure of recovery when the project resumes.
It also is a necessary measure if there is a similar project underway.
 Handing over the products is a necessary step. The operational manager should be
given all the end products of the closure for proper checks and recommendation. All
the tasks that have been completed in the project need to be delivered due to
ownership rights.
 There is a need to check on the benefits management plan. The benefits of the system,
only after some time of operation, need to be identified prior to the actual closure of
the project. This is an essential component as it provides the future cost implication of
the corporate system.
 The system needs to be evaluated after the closing. The corporate planning and
reporting system has been designed to improve the data management and distribution
efficiency of XYZ council (NSW) and in essence, it is imperative to identify any
shortcomings or strengths of the systems. This is an important future reference point
and provides an important evaluation point.
 Recommendation of the project closure is the final step and is determined by the
project manager. In this, the project manager will need to identify if the system is in
accordance with the metrics that have been outlined in the project charter. It usually
estimates the viability of closure.

References
AXELOS Limited. (2017). Managing Successful Projects with Prince2. Norwich: TSO (The Stationery Office.
Kerzner, H. (2017). Project Management: A Systems Approach to Planning, Scheduling and Controlling.
Hoboken, New Jersey: John Wiley & Sons.
Project Management Institute. (2017). A Guide to the Project Mangement Body of Knowledge(PMBOK Guide).
Newtown Square, Pennsylvania : Project Management Institute.