University Project: Quality of Project Management Process Assessment

This project management assignment delves into ensuring the quality of project management processes. It begins with a literature review of various methods, including the Organisational Project Management Maturity Model (OPM3), Capability Assessment Model, Project Management Office Fu...Read More

ASSIGNMENT 2: QUALITY OF THE PROJECT MANAGEMENT PROCESS
Student’s Name
University
Course ID
Date

2
Executive Summary
The assignment features four major sections to describe how quality of a project
management process can be ensured. First section describes the literature study on four methods
including Organisational Project Management Maturity Model (OPM3). Each of the methods has
described the ways to ensure quality assurance of a project work. In the second section namely
template development, a complete checklist has been developed covering all the possible project
management procedure. The third section comprises the checklist of monitoring and controlling
to report how an organisation can manage live projects following each particular. Lastly, two
metrics are developed providing the acceptance criteria suitable for project work.

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STEP 1: LITERATURE REVIEW
In the competitive business environment, the success of a project is widely depended on
the quality management process of the project (Lecoeuvre 2017). By assessing the quality of the
project management through a number of practices, the contemporary business organisation can
gain substantial advantages (Mir and Pinnington 2014). Over the last decade or so, the
importance of project management has become mandatory to complete a successful project. In
order to measure the quality of project management process in an organisation, project
management team has utilised different types of methods (Görög 2016). In this particular study
of literature, four different types of methods have been elaborated i.e. Organisational Project
Management Maturity Model (OPM3), Capability Assessment Model, Project Management
Office Function Model (PMO), and Project Management Performance Assessment Model
(PMPA). Apparently, the methods are inevitable to identify clear project objectives, measurable
indicators, data authentication, and timeliness of the project to decide whether the quality of the
project is up to the mark (Lecoeuvre 2017). Within the project management practices, the
establishment of specific activities can be described as key controls that must be verified and
approved by the management. Primarily, these methods are effective to make the life easier for
the management to measure the performance and quality of the project procedures (Gomes and
Romão 2015).
OPM3 has been widely used by the project managers to assess the common procedures
and practices of a project against the best practices of the OPM3. By setting up the comparison
with the most comprehensive practices, the quality of the practices and procedures of a project
can be improved following the guidelines (Organizational Project Management Maturity Model
(OPM3®) 2013). Effectively, OPM3 can be applied by any firm irrespective of the size,
complexity, and maturity to attain high standards of customer satisfaction, reduction in costs,
efficiency, and competitive gain over the competitors (Langston and Ghanbaripour 2016). PMO
function model helps to increase the project management maturity by promoting a number of
functions such as governance, performance management, risk management, financial
management, quality management, and resource management, etc (Julian 2008). The
understanding of each of the functions enables the project manager to align the project practices

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as per the competency, resources, and financial strengths so that quality of the project
management practices will be upheld (Dai and Wells 2004).
Organisational capabilities assessment model is another dynamic set of the model to
ensure the quality of project management practices (Maylor 2010). By using the model,
collective competencies and capabilities of an organisation can be taken into account before
setting up best project management procedures. Precisely, the capability assessment model
exploits the organisational resources at the optimal way delivering quality (Wang et al. 2017).
Furthermore, Project Management Performance Assessment Model (PMPA) can be used as
another method to assess the quality of project management practices (Maylor 2010). The model
utilises a number of tools and techniques to set the best project management practices and
procedures effective for delivering high quality and satisfaction towards the customers (Qureshi,
Warraich and Hijazi 2009).

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STEP 2: TEMPLATE
2. A: Template of Audit Checklist
In order to maintain the quality of the project management process, the checklist of the
particulars involving five steps i.e. initiating, planning, executing, monitoring and controlling,
and closing has been described. By commencing the audit, the auditor must deliver indicative
points to verify whether the process rightly involves each of the particulars. Leading to this, the
non-conformance report (NCR) has also been addressed at the end of the section.
Initiating Process Audit Checklist Template
Project Name: _____________ ___
Audit Date(s): _________________________ __
Project Manager: _____ _
Project Auditor: ______________ ______________
Project Management Process: Initiating
Indication:
1 = Not Addressed 2 = Adequate 3 = Well Covered
No. Particulars Point Remarks
1.1 Is the project statement of work received from the project
sponsor or initiator?
1.1.1 Does the project idea have been initiated to meet a business
need?
1.1.2 Does the project align with the strategic plan of the
organisation?
1.1.3 Is the product scope document clearly presented?
1.2 Is the business case created and approved?

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Project Name: _____________ ___
Audit Date(s): _________________________ __
Project Manager: _____ _
Project Auditor: ______________ ______________
Project Management Process: Initiating
Indication:
1 = Not Addressed 2 = Adequate 3 = Well Covered
No. Particulars Point Remarks
1.3 Is an agreement made with the project sponsors?
(Memorandum of understanding / Letters of agreement /
Service level agreement / written agreement / contract / letter
of intent)
1.4 Is the project provided with any sort of organisational
processed assets?
1.5 Are the factors related to enterprise environment considered
in the project?
2.1 Are the judgements of the experts utilised in assessing the
inputs of the project?
2.2 Is the project charter developed using any guide of
facilitation technique?
3.1 Is the project charter authorised by client or sponsors?
3.1.1 Does the project charter present all assumptions and
constraints of the project?
3.1.2 Does the project charter capture the high level requirements?
4.1 Does the project charter present the list of all stakeholders?
4.2 Is the project based on a contract or a result of procurement
activity?
4.2.1 Are the names of the suppliers presented in the stakeholder
list?

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Project Name: _____________ ___
Audit Date(s): _________________________ __
Project Manager: _____ _
Project Auditor: ______________ ______________
Project Management Process: Initiating
Indication:
1 = Not Addressed 2 = Adequate 3 = Well Covered
No. Particulars Point Remarks
5.1 Is the stakeholder analysis conducted for the project?
5.2 Are the profile analysis meetings undertaken to identify the
primary stakeholders?
6.1 Is a stakeholder register prepared and maintained?

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Planning Process Audit Checklist Template
Project Name: _____________ _
Audit Date(s): _______________________ __
Project Manager: ____ _
Project Auditor: _____________ ______________
Project Management Process: Planning
Indication:
1 = Not Addressed 2 = Adequate 3 = Well Covered
No. Particulars Point Remarks
1.1 Are the high level constraints of the project presented
in the charter?
1.2 Are the outputs from other processes been included in
the PM plan?
1.3 Are the factors related to enterprise environment
considered in developing the PM plan?
1.4 Does the PM plan considers or involves any
organisational process assets?
2.1 Are the judgements of the experts used to develop the
PM plan?
2.1 Is the project management plan developed using any
facilitation techniques such as conflict resolution,
brainstorming, and problem solving?
3.1 Does the project management plan include the
following items:
3.1.1  Execution, monitoring and controlling plan
3.1.2  Change & stakeholder management plan
3.1.3  Communication management plan
3.1.4  Schedule management plan

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Project Name: _____________ _
Audit Date(s): _______________________ __
Project Manager: ____ _
Project Auditor: _____________ ______________
Project Management Process: Planning
Indication:
1 = Not Addressed 2 = Adequate 3 = Well Covered
No. Particulars Point Remarks
3.1.5  Configuration management plan
3.1.6  Cost management plan
3.1.7  Human resource management plan
3.1.8  Scope statement and scope management plan
3.1.9  Quality management plan
3.1.10  Risk management plan
4.1 Is the scope management plan developed using the
approved subsidiary plans for project management?
4.2 Is the project charter considered while developing the
scope management plan?
4.3 Are the factors of enterprise environment considered
while developing the scope management plan?
4.4 Are the organisational process assets considered while
developing the scope management plan?
4.5 Are the judgements of the experts used to develop the
project scope plan?
4.6 Is the project scope plan developed using any
facilitation techniques such as conflict resolution,
brainstorming, and problem solving?
4.7 Is the scope management plan developed on the basis
of the requirements of the project?

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Project Name: _____________ _
Audit Date(s): _______________________ __
Project Manager: ____ _
Project Auditor: _____________ ______________
Project Management Process: Planning
Indication:
1 = Not Addressed 2 = Adequate 3 = Well Covered
No. Particulars Point Remarks
5.1 Does the scope management plan clearly present the
requirements of the project?
5.2 Is the process of collecting resources presented in the
requirement management plan?
5.3 Does the stakeholder management plan present the
communication requirement to deal with the resource
management activities?
5.4 Are the requirements of the project developed using the
project charter?
5.5 What sort of techniques and tools have been utilised to
collect the requirements? Please mention.
5.6 Is the matrix to trace requirements been created in the
PM plan?
6.1 Are the activities for executing, monitoring and
controlling process have been developed using the
scope management plan?
6.2 Is the project scope statement developed using the
project charter?
6.3 Are the organisational process assets considered while
developing the scope statement?
6.4 Are the judgements of the experts used to develop the
project scope statement?

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Project Name: _____________ _
Audit Date(s): _______________________ __
Project Manager: ____ _
Project Auditor: _____________ ______________
Project Management Process: Planning
Indication:
1 = Not Addressed 2 = Adequate 3 = Well Covered
No. Particulars Point Remarks
6.5 Is the product analysis technique used in the project
planning?
6.6 Are facilitated workshops conducted to develop project
objectives and constraints?
6.7 Does the project scope statement present the primary
deliverables, constraints and assumptions?
7.1 Does the Scope management plan guide how to create
the WBS (Work Breakdown Structure)?
7.2 Are the factors of enterprise environment considered
while developing the WBS?
7.3 Is the WBS developed considering the organisational
process assets?
7.4 Is the decomposition technique used to create the
WBS?
7.5 Are the judgements of the experts used to develop the
WBS?
7.6 Is the scope baseline approval available for the project?
8.1 Is the management of the project schedule influenced
by the project approval requirement and milestone
schedule in the project charter?
8.2 Are the factors of enterprise environment considered
while developing the project schedule plan?

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Project Name: _____________ _
Audit Date(s): _______________________ __
Project Manager: ____ _
Project Auditor: _____________ ______________
Project Management Process: Planning
Indication:
1 = Not Addressed 2 = Adequate 3 = Well Covered
No. Particulars Point Remarks
8.3 Are the organisational process assets considered while
developing the project schedule plan?
8.4 Are the judgements of the experts used to develop the
schedule management plan?
9.1 Is the activity list developed for the project?
9.2 Are the features of the activities utilised to develop the
project schedule?
9.3 Is the milestone list presented in the project plan?
10.1 Is the lag or lead effectively defined in the activity
plan?
10.2 Is a network diagram created in the project plan?
10.3 Is the precedence diagramming technique used to
develop the schedule model?
10.4 Is the dependency determination technique used to
develop the process of sequencing the activities?
11.1 Is a resource breakdown structure developed for the
project?
11.2 Are the activity resource requirements calculated for
the task packages?
11.3 Is a resource calendar presented in the project plan?

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Project Name: _____________ _
Audit Date(s): _______________________ __
Project Manager: ____ _
Project Auditor: _____________ ______________
Project Management Process: Planning
Indication:
1 = Not Addressed 2 = Adequate 3 = Well Covered
No. Particulars Point Remarks
12.1 Are the judgements of the experts used to estimate the
activity duration?
12.2 Are the following technique used to estimate the
activity duration:
12.2.1  Parametric Estimation Technique
12.2.2  Analogous Estimation Technique
12.2.3  Three Point Estimation Technique
12.2.4  Group Decision Making Technique
12.2.4  Reserve Analysis
13.1 Is a project schedule developed for the project?
13.2 Is the schedule network analysis method used to create
the project schedule?
13.3 Is the critical path technique used to create the project
schedule?
13.4 Is the critical chain technique used to create the project
schedule?
13.5 Is the resource optimisation method used to adjust the
project schedule?
13.6 Is the schedule compression method used to adjust the
duration of the project schedule?

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Project Name: _____________ _
Audit Date(s): _______________________ __
Project Manager: ____ _
Project Auditor: _____________ ______________
Project Management Process: Planning
Indication:
1 = Not Addressed 2 = Adequate 3 = Well Covered
No. Particulars Point Remarks
13.7 Is the schedule baseline developed and approved by the
sponsor or client?
14.1 Is the cost baseline presented in the project plan?
14.2 Are the activity cost estimation made for the project?
14.3 Are the supporting documents for estimation of cost
presented with the cost forecast?
14.4 Are the funding requirements determined utilising the
cost baseline?
14.5 Is any of the project document updated on the basis of
budget requirements?
15.1 Does the project management plan present the quality
metrics to measure the quality of the project?
15.2 Are the quality checklist developed to measure the
performance of the activities?
15.3 Is a project improvement plan developed to improve
the project activities?
16.1 Is a risk register developed and maintained for the
project?
16.2 Is qualitative risk analysis conducted to identify the
risks?
16.3 Is quantitative risk analysis conducted to identify the
risks?

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Project Name: _____________ _
Audit Date(s): _______________________ __
Project Manager: ____ _
Project Auditor: _____________ ______________
Project Management Process: Planning
Indication:
1 = Not Addressed 2 = Adequate 3 = Well Covered
No. Particulars Point Remarks
16.4 Is a risk mitigation plan developed to eliminate the
threats?
17.1 Is a procurement management plan developed for the
project?
17.2 Is the procurement statement developed on the basis of
the project baseline?
17.3 Does the procurement documents have been created
and utilised to request proposal from the suppliers?
17.4 Is the make-or-buy analysis conduct in the project?
17.5 Is a source selection criteria included in the
procurement plan?

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Executing Process Audit Checklist Template
Project Name: _____________ _
Audit Date(s): _______________________ __
Project Manager: ____ _
Project Auditor: ____________ ______________
Project Management Process: Executing
Indication:
1 = Not Addressed 2 = Adequate 3 = Well Covered
No Particulars Point Remarks
1.1 Has judgement of the experts been taken into account
to direct and lead the project management process?
1.2 Has the team developed management information
system for the project?
1.3 Has the team arranged meetings to discuss direction
and execution steps?
1.4 Have each of the deliverables been included in the
management plan?
1.5 Has the team collected the entire work performance
data?
1.6 Have any change requests been considered for the
project at the earlier stages?
1.7 Has the requested changes been included in the
project management plan?
2.1 Have the team used any quality management tools
and techniques? (Provide detail information)
2.2 Have quality audits been performed to decide the
fulfilment of project related actions?

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Project Name: _____________ _
Audit Date(s): _______________________ __
Project Manager: ____ _
Project Auditor: ____________ ______________
Project Management Process: Executing
Indication:
1 = Not Addressed 2 = Adequate 3 = Well Covered
No Particulars Point Remarks
2.3 Has the team performed process analysis in the
project work?
2.4 Have requests for change been developed and
addressed to develop change control procedure?
3.1 Has the project involved any virtual teams?
3.2 Has the staff members been allocated to particular
teams?
3.3 Has the resource calendar been included the schedule
of each of the project team members?
3.4 Has multi-criteria selection analysis been utilised to
assign project teams?
4.1 Have interpersonal skills of team members been
developed?
4.2 Has proper training and development been designed
to increase skills and competencies among the staffs?
4.3 Has performance assessment been taken into account
in the project work?
4.4 Have tactical team building actions been promoted to
influence the collaboration of team members?
5.1 Have performance appraisal of project been
performed?

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Project Name: _____________ _
Audit Date(s): _______________________ __
Project Manager: ____ _
Project Auditor: ____________ ______________
Project Management Process: Executing
Indication:
1 = Not Addressed 2 = Adequate 3 = Well Covered
No Particulars Point Remarks
5.2 Has any particular conflict management techniques
been taken into consideration in the project work?
6.1 Has effective communication strategy and process
been followed as per the communication planning?
6.2 Has the initial planning been updated following the
current performance?
7.1 Have any bidder conferences been arranged in the
project work?
7.2 Have the project used proposal evaluation technique
to identify the seller?
7.3 Has the contract between purchaser and seller been
performed?
8.1 Has the team developed any issue log to increase
stakeholder engagement?

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Monitoring and Controlling Audit Checklist Template
Project Name: _____________ _
Audit Date(s): _______________________ __
Project Manager: ____ _
Project Auditor: _____________ ______________
Project Management Process: Monitoring and Controlling
Indication:
1 = Not Addressed 2 = Adequate 3 = Well Covered
No. Particulars Point Remarks
1.1 Is the forecasted plan maintained estimated tolerance
range?
1.2 Is work performance data accessible for the project?
1.3 Is the information system developed monitors and
control entire project?
1.4 Have the use of analytical tools and techniques been
considered to forecast the outcome?
1.5 Does the team generate work performance reports?
1.6 Have any requests for change been initiated and
endorsed during the monitoring procedure?
2.1 Have the team processed the change request
following the change control system?
2.2 Has any expert judgement been considered to manage
the change control?
2.3 Has the project team maintained change log during
the project management?
3.1 Has proper audit and investigation been performed to
validate the project scope?
3.2 Have the sponsors signed off the deliverables of the
project?

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Project Name: _____________ _
Audit Date(s): _______________________ __
Project Manager: ____ _
Project Auditor: _____________ ______________
Project Management Process: Monitoring and Controlling
Indication:
1 = Not Addressed 2 = Adequate 3 = Well Covered
No. Particulars Point Remarks
4.1 Has any request for change been initiated during the
scope performance analysis?
4.2 Has information related work performance been
developed and utilised to create scope decisions?
5.1 Have the team reviewed performance to control
project schedule?
5.2 Has forecast of the schedule been completed to
control the plan?
5.3 Has the team used any project management software
to alter the schedule?
6.1 Has effective value management tools and technique
been applied to reduce costs?
6.2 Has the project performance information been shared
and reviewed by the sponsors/stakeholders?
7.1 Has the project team collected quality control
measurements following the quality control
activities?
7.2 Have seven fundamental quality measurement tools
been utilised to ensure quality of project management
process?
7.3 Has the project team updated project management
charter confirming the approved changes?

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Project Name: _____________ _
Audit Date(s): _______________________ __
Project Manager: ____ _
Project Auditor: _____________ ______________
Project Management Process: Monitoring and Controlling
Indication:
1 = Not Addressed 2 = Adequate 3 = Well Covered
No. Particulars Point Remarks
8.1 Has the team developed control communication
procedure to set up communication within the
stakeholders?
9.1 Has any risk assessment process been taken into
account in the project management?
9.1.1 Has the correct frequency of risk assessment been
followed in the project?
9.2 Have any risk assessment audits been carried out for
the project work?
9.3 Has the project team evaluated variance and trend
analysis to minimise the project risks?
10.1 Has the team maintained proper contract change
system in the project?
10.2 Has effective payment system been developed
according to the agreement terms?
10.3 Has the team reviewed any procurement performance
related to the project?
10.4 Has the team developed any claims settlement
procedure to settle any issues?
11.1 Has the team developed any information management
system to manage stakeholder engagement in the
project?

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Closing Process Audit Checklist Template
Project Name: _____________ _
Audit Date(s): _______________________ __
Project Manager: ____ _
Project Auditor: _____________ _____________ _
Project Management Process: Closing
Indication:
1 = Not Addressed 2 = Adequate 3 = Well Covered
No. Particulars Point Remarks
1.1 Has the expert judgement been consulted at the time
of project closure?
1.2 Have the team completed the entire closure
documents related to the project?
2.1 Has the team considered any procurement auditing
according to the process management planning?
2.2 Has the documentation been safely recorded?
2.3 Have all process been closed and signed off by the
two parties to end the agreement in a formal way?

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2. B: Template of Non-Conformance Report
A Non-Conformance Report (NCR) is used to document the detailed analysis of a non-
conformance that has been identified while auditing the quality and other processes of the project
management. The template for non-conformance report has been presented herein below:
Non Conformance Report
Project
Name
Contract
No.
NCR
Descriptio
n
Contractor: Auditor:
Contractor’s Representative: Telephone: Fax:
Telephone: Fax: Signature:
Signature:
Date: Date:
Details of Non Conformance Action Required Completion
Date
Verification of
Completion
Comments:
Rectification Works Undertaken & Approved:

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Corrective/Preventive Action (Continuous Improvement) Required: Yes No
Has corrective/preventive action been implemented?
Comments:
Signed by Auditor: _______________________________________________________ Date:
__/__/__
Concurred by Project Manager: _____________________________________________ Date:
__/__/__
NCR Closed by the Contractor: ______________________________________________Date:
__/__/__

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STEP 3: DEMONSTRATION
The Grand Avenue Bridge Project is a significant infrastructural development initiative
for the Colorado Department of Transport and the City Council of Glenwood Springs. The
contract has been allocated to a joint venture of RL Wadsworth and Granite, the two most
experienced construction companies of the region. The primary aim of the project is to develop a
new bridge and deconstruct the old infrastructure of 64 years in order to maintain the safety of
the traffic that passes through the bridge. It is expected that the project would cost around $235
million and a span of 30 months will be required for the entire project to be completed.
Currently, the project is under progress, which makes it important for the project team to conduct
an audit of monitoring and controlling process. The audit report of the project for the monitoring
and controlling process has been presented herein below:

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Audit Report
Organisation: Glenwood Springs City Council and Colorado Department of Transport
Project: Grand Avenue Bridge Project
Audit Number: GABP-M&C-1017
Area (s) Audited: Monitoring and Controlling
Report Reference: AS/NS ISO 19011:2014, AS/NS ISO 9001:2016, PMBOK Guide fifth
edition & GABP Project Management Plan
Date: XX-XX-2017
Distribution: Project Manager, RL Wadsworth and Granite Joint Venture, and Internal
Document Control
Content of the Report
 Introduction
 Findings and Observation
 Recommendations
 Non-conformance report and Audit checklist
1. Introduction
The primary objective of the audit report is to assess and evaluate the adequacy of the RL
Wadsworth and Granite’s monitoring and controlling process of the Grand Avenue Bridge
Project Management Plan. Furthermore, the report aims to verify the fulfilment of the project’s
objectives and client’s requirements.
2. Audit Findings
2.1 Strengths
On the basis of the audit of the monitoring and controlling process and the interviews of
the staffs, it can be seen that the project has been developed through a strong and committed
team. The project team properly understand the assurance they have made to the Glenwood
Springs City Council and Colorado Department of Transport to provide a better transportation
infrastructure to the internal and external stakeholders.

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2.2 Findings
During the process of auditing, one primary non-conformance was detected regarding the
lack of frequently conducting the risk assessment according to the plan.
Objective Evidence: The risk assessment was not conducted frequently as per the plan.
Response due: October 30th, 2017
Implementation due: November 30th, 2017
3. Recommendations
On the basis of the non-conformance found by the auditing process, it is requested to
conduct the risk assessment frequently and a proper schedule for the risk assessment must be
maintained during the course of the project. The audit checklist has been presented in Appendix
1 and non-conformance report in appendix 2 for further references.

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Appendices
Appendix 1: Audit Checklist of Monitoring and Controlling Process
Project Name: _____________ _
Audit Date(s): _______________________ __
Project Manager: ____ _
Project Auditor: _____________ ______________
Project Management Process: Monitoring and Controlling
Indication:
1 = Not Addressed 2 = Adequate 3 = Well Covered
No. Particulars Point Remarks
1.1 Is the forecasted plan maintained estimated tolerance
range?
3
1.2 Is work performance data accessible for the project? 3
1.3 Is the information system developed monitors and
control entire project?
3
1.4 Have the use of analytical tools and techniques been
considered to forecast the outcome?
3
1.5 Does the team generate work performance reports? 3
1.6 Have any requests for change been initiated and
endorsed during the monitoring procedure?
3
2.1 Have the team processed the change request
following the change control system?
3
2.2 Has any expert judgement been considered to manage
the change control?
3
2.3 Has the project team maintained change log during
the project management?
3
3.1 Has proper audit and investigation been performed to
validate the project scope?
3

29
Project Name: _____________ _
Audit Date(s): _______________________ __
Project Manager: ____ _
Project Auditor: _____________ ______________
Project Management Process: Monitoring and Controlling
Indication:
1 = Not Addressed 2 = Adequate 3 = Well Covered
No. Particulars Point Remarks
3.2 Have the sponsors signed off the deliverables of the
project?
3
4.1 Has any request for change been initiated during the
scope performance analysis?
3
4.2 Has information related work performance been
developed and utilised to create scope decisions?
2 Require High level
of engagement /
participation
5.1 Have the team reviewed performance to control
project schedule?
3
5.2 Has forecast of the schedule been completed to
control the plan?
3
5.3 Has the team used any project management software
to alter the schedule?
3
6.1 Has effective value management tools and technique
been applied to reduce costs?
2 More effective
techniques can be
used to reduce costs
6.2 Has the project performance information been shared
and reviewed by the sponsors/stakeholders?
3
7.1 Has the project team collected quality control
measurements following the quality control
activities?
3
7.2 Have seven fundamental quality measurement tools
been utilised to ensure quality of project management
process?
3

30
Project Name: _____________ _
Audit Date(s): _______________________ __
Project Manager: ____ _
Project Auditor: _____________ ______________
Project Management Process: Monitoring and Controlling
Indication:
1 = Not Addressed 2 = Adequate 3 = Well Covered
No. Particulars Point Remarks
7.3 Has the project team updated project management
charter confirming the approved changes?
3
8.1 Has the team developed control communication
procedure to set up communication within the
stakeholders?
3
9.1 Has any risk assessment process been taken into
account in the project management?
2 The risk related to
the collapse of the
old bridge was not
considered properly
that led to damage
of the infrastructure
of the new bridge.
9.1.1 Has the correct frequency of risk assessment been
followed in the project?
1 The correct
frequency of the
risk assessment was
not followed
leading to a failure
of identifying the
risk of the collapse
of the old bridge
that led to the
damage of the
infrastructure of the
new bridge.
9.2 Have any risk assessment audits been carried out for
the project work?
3
9.3 Has the project team evaluated variance and trend
analysis to minimise the project risks?
3

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Project Name: _____________ _
Audit Date(s): _______________________ __
Project Manager: ____ _
Project Auditor: _____________ ______________
Project Management Process: Monitoring and Controlling
Indication:
1 = Not Addressed 2 = Adequate 3 = Well Covered
No. Particulars Point Remarks
10.1 Has the team maintained proper contract change
system in the project?
3
10.2 Has effective payment system been developed
according to the agreement terms?
3
10.3 Has the team reviewed any procurement performance
related to the project?
3
10.4 Has the team developed any claims settlement
procedure to settle any issues?
3
11.1 Has the team developed any information management
system to manage stakeholder engagement in the
project?
3

32
Appendix 2: Non-Conformance Report
Non Conformance Report
Project
Name
Grand Avenue Bridge Project
Contract
No.
GABP1
NCR
Descriptio
n
Failure of frequent Risk Assessment
Contractor: Granite and RL Wadsworth Auditor: Author
Contractor’s Representative: Mr. John
Williams
Telephone: Fax:
Telephone: [phone] Fax: Signature:
Signature:
Date: xx-xx-2017 Date: xx-xx-2017
Details of Non Conformance Action Required Completio
n Date
Verificatio
n of
Completio
n
It is important for the Project Team to conduct risk
assessment at every small interval of time and
beginning of every new activity. The risk
assessment is frequently conducted in order to
identify the uncertainties, there impact and
measures to mitigate the issues. The risk
assessment process was not frequently conducted,
which led to the damage of the new infrastructure
due to the uncertain collapse of the old bridge.
Re-plan the risk
assessment plan and take
necessary steps for the
damage caused by the
disaster.
xx-xx-2017
Comments:

33
Rectification Works Undertaken & Approved:
Corrective/Preventive Action (Continuous Improvement) Required: Yes No
Has corrective/preventive action been implemented?
Comments:
Signed by Auditor: ______________________________________________________ Date: __/__/__
Concurred by Project Manager: ________________________ _______ Date: __/__/__
NCR Closed by the Contractor: ______ ____________ _____________Date: __/__/__

34
STEP 4: QUALITY METRICS
In this particular section, two quality metrics and acceptance criteria are discussed as
follows:
Procurement Management
In order to verify the quality of project work, procurement status must be reviewed
according to the charted plan to get the best result. Hence, it is an important aspect in project
management process (Snijders et al. 2013).
Metrics Acceptance criteria
Documentation of Process - Complete 85 percent of documentation of
procurement process as per the project
process planning
Procurement ROI - The ratio of department costs with the
savings out of the procurement should be less
than one
Spend under management - The spending under management should
fulfil the according to the budget of the
project
Listing of suppliers - The name, contact details of the suppliers
involved in the project must be done
following all the guidelines
Cost saving - The procurement costs should not exceed
the budget by more than 5 percent

35
Project Stakeholder Management
By managing the project stakeholders, a project manager can effectively identify the
interest of the stakeholders, and organisations and the impact of the project on them. Therefore,
project stakeholder management can be identified as one of the most significant aspects in a
project management process (Snijders et al. 2013).
Metrics Acceptance criteria
Analysis of Stakeholders - Conduct 90 percent of the stakeholders
analysis during the project work as per the
agreed procedure
Engagement level of Stakeholders - 100 percent stakeholder engagement must be
promoted including the unaware and
unwilling stakeholders through the entire
project lifecycle
Influence of Stakeholders on decision process - 85 percent of schedule, problems, and
alternatives available must be discussed,
evaluated, debated, and adopted in a combine
way to develop the best solution
Convenience of stakeholders engagement
opportunities
- Stakeholders associated with the project
must deliver 100 percent interest in setting up
meeting formats and discussions and
according to the need of the stakeholders,
debate opportunities must be promoted
Adequately integrated stakeholder
engagement for project planning and
budgeting
- Ratio of the authentic anticipated cost or
time should be equal to one

36
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