Program management audit checklist
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The document is an extensive audit checklist for program management prepared by Bob Prieto, aimed at ensuring that program activities align with strategic business outcomes. It covers various audit elements including program planning, stakeholder management, communication, risk management, quality management, and contract management. Each section outlines specific focuses for both the owner and program manager, highlighting the need for ongoing evaluation and integration of processes to achieve program objectives effectively.
Program management audit checklist
- 1. Bob Prieto, Fluor Page 1 11/29/2011 Program Management Audit Checklist Prepared by: Bob Prieto Senior Vice President Fluor March 27, 2008 This audit checklist is designed to complement other owner, program manager and contractually required audit checklists. The purpose of this checklist is to ensure that continued focus is paid on achieving the strategic business outcomes that the program is intended to address.
- 2. Bob Prieto, Fluor Page 2 11/29/2011 Program Management Audit Checklist Audit Element Owner’s Focus Program Manager’s Focus Program Plan Does formal program plan exist? Is program plan being utilizing and maintained up to date? Are Owner and Program Manager efforts aligned with this plan? Are projects and program management organizational elements aligned with the program plan? Is Program Manager utilizing and maintaining an up to date Program Plan in the management of his activities? Are projects and program management organizational elements utilizing and maintaining an up to date plan?
- 3. Bob Prieto, Fluor Page 3 11/29/2011 Program Management Audit Checklist Audit Element Owner’s Focus Program Manager’s Focus Stakeholder Management Have all Stakeholder’s at the Program level been identified? Does a Stakeholder Management plan exist; are responsibilities apportioned between Owner, Program Manager and respective Projects; and being utilized and maintained up to date? Does a Stakeholder Management plan exist; responsibilities apportioned between Owner and Program Manager; and being utilized and maintained up to date? Do the individual projects have stakeholder management and third party interface plans in place, are they being utilized and maintained up to date?
- 4. Bob Prieto, Fluor Page 4 11/29/2011 Program Management Audit Checklist Audit Element Owner’s Focus Program Manager’s Focus Communications Plan Does external communications plan exist and is it being implemented? Is a comprehensive internal Communication Plan in place and being adequately implemented across all projects? Has Program Manager developed and implemented a robust internal communications plan? Have individual projects put in place and required project level communication plans and taken steps to implement any communication requirements assigned to them by the internal program Communication Plan.
- 5. Bob Prieto, Fluor Page 5 11/29/2011 Program Management Audit Checklist Audit Element Owner’s Focus Program Manager’s Focus Program Management Have key strategic business objectives been clearly communicated in a consistent way to the Owner’s and Program Manager’s team? Have program goals and strategic business objectives been incorporated into each of the framework processes? Have the key elements of a coherent program management strategy been established? a. Program monitoring and measurement plan & methodology (key metrics) b. Program status reporting structure & process c. Change Management plan d. Issues Management process e. Risk Management Plan Are framework processes providing the Program Manager with the necessary tools and information to manage and track overall program progress; are cross cutting trends being adequately identified, analyzed and managed? Has the Program Manager implemented all required framework processes and are those processes producing the desired outcomes? Are project level management systems in place and providing required programmatic data in a timely way; are project level management systems being adequately used to accomplish project level activities?
- 6. Bob Prieto, Fluor Page 6 11/29/2011 Program Management Audit Checklist Audit Element Owner’s Focus Program Manager’s Focus Program Scheduling & Tracking Are external factors sufficiently reflected in the overall program schedule? Are external factors reflected in the overall program schedule being actively managed by the Program Management organization? Are identified risk factors being actively managed and tracked by the Owner’s organization or Program Manager as appropriate? Are identified risk factors being actively managed and tracked by the Program Management organization or projects, as appropriate? Is Program Manager adequately identifying systemic program issues affecting schedule and recommending corrective or risk limiting actions? Are the organizational elements of the Program Manager adequately identifying, analyzing and recommending and implementing corrective action for systemic risks? Are projects adequately identifying issues affecting schedule and taking corrective actions? Are program and project level milestones being adequately tracked and managed? Have activity relationships and interdependencies within tasks and across projects been adequately identified? Are changes in deliverable commitments agreed to by all affected groups & individuals?
- 7. Bob Prieto, Fluor Page 7 11/29/2011 Program Management Audit Checklist Audit Element Owner’s Focus Program Manager’s Focus Program Status Reporting Is program status reviewed with Program Manager at appropriate intervals? a. Overall status b. Program performance (achievements & milestones) c. Open issues d. Risks e. Action items f. Cost & time performance against plan g. Quality metrics h. Involvement by ALL relevant Owner’s organizational elements. Is project status reviewed with senior management of projects at appropriate intervals? a. Overall status b. Project performance (achievements & milestones) c. Open issues d. Risks e. Action items f. Cost & time performance against plan g. Quality metrics h. Change Impact Assessment i. Interface management j. Involvement by all relevant Program Manager organizational elements Have adequate procedures been put in place for project coordination and status reporting across project boundaries by the Program Manager?
- 8. Bob Prieto, Fluor Page 8 11/29/2011 Program Management Audit Checklist Audit Element Owner’s Focus Program Manager’s Focus Program Budget & Forecast Do Program estimates reflect both risks associated with quantity uncertainties as well as possible risk events? Are program activity budgets clearly assigned within the Program Manager’s organization? Are risk allocation and management responsibilities between the Owner and Program Manager clearly defined? Are risk pools comprehensively defined and actively managed? Are systemic cost drivers being adequately tracked? Is the Program Manager adequately managing risk pools within his purview? Are projects accurately measuring progress and adequately forecasting trends and opportunities for cost savings?
- 9. Bob Prieto, Fluor Page 9 11/29/2011 Program Management Audit Checklist Audit Element Owner’s Focus Program Manager’s Focus Risk Management Is an up to date Program wide risk assessment in place at the Owner’s level? Is the Program Manager’s risk assessment and management process being adequately implemented and is it providing timely actionable information for the Program Manager and Owner? Is the Program Manager’s risk assessment and management process being adequately implemented and is it providing timely actionable information for the Program Manager and Owner? Are significant changes in risk posture or the emergence of new risks being adequately identified across all projects and program management activities being actively managed and tracked? Are significant changes in risk posture or the emergence of new risks being adequately identified by the Program Manager, managed and tracked? Are significant changes in risk posture or the emergence of new risks being adequately identified by projects, managed and tracked?
- 10. Bob Prieto, Fluor Page 10 11/29/2011 Program Management Audit Checklist Audit Element Owner’s Focus Program Manager’s Focus Quality Management Does the program have a ‘Quality Culture’? Has the program quality culture been adequately flowed down to projects and key suppliers? Does the Program Manager have a Quality Plan covering all Policies, Guidelines and Procedures? Are quality related policies, guidelines and procedures clearly communicated, trained, implemented and assured? Quality Assurance Has an overall Quality Assurance Plan been developed and implemented by the Program Manager for the program in accordance with program needs and contract requirements? Has the programmatic quality assurance program been translated into specific quality plans for all elements of the program management organization as well as for individual projects and key supply chain activities? Is the implemented Quality Assurance program supporting the meeting of the strategic business objectives defined? Are quality programs implemented at the project level providing timely identification and mitigation of quality affecting issues? Are programmatic quality findings and lessons learned being effectively incorporated into new planned activities and transmitted across all projects in a timely manner?
- 11. Bob Prieto, Fluor Page 11 11/29/2011 Program Management Audit Checklist Audit Element Owner’s Focus Program Manager’s Focus Management Procedures Does the Program Manager have in place and is he implementing a comprehensive and integrated set of management procedures that provide assurance of achievement of the program’s strategic business objectives? Are all elements of the program management organization implementing established management procedures? Are these procedures providing adequate control of program activities and will they support the delivery of strategic business objectives? Are the implemented procedures being comprehensively applied across all framework processes? Have projects and key suppliers put in place the necessary procedures to manage their work efforts and provide sufficient management information to the Program Manager to facilitate overall program management? Are the procedures being effectively implemented and are they causing the required results? Are resources applied by the program manager adequately forecast, controlled and tracked to assure program efficiency? Are management resources applied at the project level adequate to manage the assigned tasks successfully? Have the personnel with the necessary skills and competence been identified and has agreement for their participation in the program been reached? Have the projects been resourced with the requisite number of skilled personnel consistent with overall program and contract requirements? Does the detailed program work plan match the complexity of tasks with the capabilities of personnel? Is the project work plan sufficiently detailed, resourced and measured to assure progress in accordance with project requirements is being achieved? Has appropriate allowance been made for the effect of Has adequate allowance been made for mobilization,
- 12. Bob Prieto, Fluor Page 12 11/29/2011 the learning curve on all personnel joining the program who do not have the required prior project execution methodology (program management) industry, functional & technical expertise? interfaces and demobilization? Are project team members committed full-time?
- 13. Bob Prieto, Fluor Page 13 11/29/2011 Program Management Audit Checklist Audit Element Owner’s Focus Program Manager’s Focus Design & Analysis Are requirements & design standards in place? Have design standards been promulgated and design changes controlled to promote the maximum standardization possible on a programmatic basis? Are required design QA programs being implemented by the program manager? Are specifications clearly traceable from physical design to logical requirements? Have programmatic efforts related to standardization, modularization and increased focus on constructability been sufficiently realized? Do the design specification documents reference: a. Purpose / scope? b. Requirements specifications? c. Modularized or other standard components d. Technical environment specification? e. Constraints and interfaces? f. Commissioning, startup and testing requirements? Have design elements of the program utilized qualified designers and checkers? Are design QA and QC activities sufficiently documented?
- 14. Bob Prieto, Fluor Page 14 11/29/2011 Program Management Audit Checklist Audit Element Owner’s Focus Program Manager’s Focus Construction Are intermediate construction milestones being met? Have the interaction/interference between all projects been adequately reflected on the master program schedule? Is the quality of construction consistent with the program’s strategic business objectives? Has due consideration been given to supply chain delivery times and changing logistical requirements? Is construction productivity being enhanced throughout the program through use of standardization, simplification of details and application of programmatic type contracts? Are construction activities for individual projects well planned, crews adequately prepared and equipped for the tasks to be undertaken each day and have site or task safety hazards been adequately communicated and necessary protective measures taken? Is construction productivity assessed at the project level and programmatically assessed across like activities? Are lessons learned within the program being transferred back across all projects?
- 15. Bob Prieto, Fluor Page 15 11/29/2011 Program Management Audit Checklist Audit Element Owner’s Focus Program Manager’s Focus Operations & Maintenance Do adequate operations procedures exist? Have commissioning and over activities been adequately planned; Owner’s interfaces clearly defined and project level requirement fully addressed? Are Maintenance Metrics defined and in place? Are responsibilities for warranty management pre- and post-commissioning well defined and adequately managed? Is there an improvement program in place? Is there a warranty management program in- place for the post commissioning period?
- 16. Bob Prieto, Fluor Page 16 11/29/2011 Program Management Audit Checklist Audit Element Owner’s Focus Program Manager’s Focus Financial Integrity Are financial management controls in place to ensure the integrity of financial operations, disbursement of funds, payment to vendors, management of escrow and reserve accounts, maintenance of insurance, accounting for capital assets and in-process materials, and other financial activities conducted by the Owner or the Program Manager on behalf of the Owner? Are financial systems and controls, including external audit functions fully in place and adequately staffed with qualified staff? Have required financial audit activities been fully carried out? Have audits of vendor, contractor and other supplier pay records and documentation been carried out and to the extent required have similar sub- tier activities been audited for compliance with any such requirements? Have all audit findings been communicated as appropriate and subsequently satisfactorily closed out? Have all identified corrective actions been taken? Has all supporting documentation required by the Owner been completed and archived as appropriate? Are open claims and disputes tracked, resolved in a timely manner and closed out?
- 17. Bob Prieto, Fluor Page 17 11/29/2011 Program Management Audit Checklist Audit Element Owner’s Focus Program Manager’s Focus Contract Management Has Owner’s organization and Program Manager efficiently all contract administration processes between them so as not to impact overall program performance? Have each of the following contract management activities occurred for projects and suppliers agreements? • Evaluate contractor performance or deliverables. • Verify and document evidence of actual or potential performance problems, constructive changes, or other deviations. • Determine potential impact of technical issues on cost, schedule, and delivery; and investigate/resolve rationale for potential or actual delays. • Specify technical criteria for the quality of the product, in-process test procedures and test points, and acceptance criteria through engineering analysis. • Assess performance, quality, and other technical issues and provide technical evaluation to contracts for adjustment to, modification of, or compliance with the contract.
- 18. Bob Prieto, Fluor Page 18 11/29/2011 Program Management Audit Checklist Audit Element Owner’s Focus Program Manager’s Focus Contract Management (continued) Have each of the following contract management activities occurred for projects and suppliers agreements? • Analyze performance data for trends and issues. Resolve issues in data quality and performance quality. • Monitor the risk management process to identify technical risk, as well as cost, schedule, and performance risk. • Review change proposals and alterations impacts on cost and schedule to ensure that adequate funding is available and that schedules imposed in the contract are not affected. • Review requests for waivers and deviations from contractor and field activities to determine the impact on system reliability and performance, as well as on cost and schedule. • Review change proposals for need, technical adequacy of design, consistency with program objectives, impact on operations, producibility, quality and similar programmatic concerns; and ensure that proposed changes are within the scope of the contract. .
- 19. Bob Prieto, Fluor Page 19 11/29/2011 Program Management Audit Checklist Audit Element Owner’s Focus Program Manager’s Focus Contract Management (continued) Have each of the following contract management activities occurred for projects and suppliers agreements? • Conduct a cost-benefit analysis of the Value Engineering Change Proposal • Participate in design review planning meetings, in the event of potential impact to the contract (e.g., constructive change clauses, etc.) and conduct design reviews. • Support baseline reviews process. • Track corrective actions and interfaces with the contractor during project reviews until they are complete. • Ensure compliance with the configuration management requirements of the contract and consistency with the acquisition strategy, such as the decision to buy data rights or other strategies to ensure that a second source can build the hardware.
- 20. Bob Prieto, Fluor Page 20 11/29/2011 Program Management Audit Checklist Audit Element Owner’s Focus Program Manager’s Focus Contract Management (continued) Have all necessary contract close-out activities occurred? These include: • Assess the impact of stop work orders on contractor performance of the technical and programmatic requirements. Recommend stop work when contractor deficiencies are expected to result in delivery of nonconforming technical products. Evaluate contractor proposals to stop work for technical reasons. • Ensure that engineering contractors are responsible for the professional quality, technical accuracy, and coordination of all services required under their contracts and that firms are held liable for costs resulting from errors or deficiencies in designs furnished under its contract. • Settle all outstanding claims, issues or disputes; respond to contractor claims for additional money or contract adjustment, and determine if it constitutes a payable claim. • Verify that the contract is physically complete through physical and functional configuration audits.
- 21. Bob Prieto, Fluor Page 21 11/29/2011 Program Management Audit Checklist Audit Element Owner’s Focus Program Manager’s Focus Contract Management (continued) Have each of the following contract management activities occurred for projects and suppliers agreements? • Obtain all forms, reports, and clearances required at closeout from both Owner and contractor activities, and ensure that they have met all applicable terms and conditions for closeout. • Make final payment • Prepare contract completion documentation. • Assist Owner in identifying or settling unresolved issues, such as performance issues, unresolved Value Engineering Change Proposals, etc. • Dispose of surplus property property that the Owner does not wish to retain.