PROJECT AUDITS

When you complete a major project, it is a goodestimates (both costs and time).
idea to conduct what is called a "Project Audit."2. A final Cost/Benefit Analysis should be
The idea is to document what went right andprepared which, hopefully, can be compared to
wrong during a project and, hopefully, learnone prepared in the initial Feasibility Study.
something beneficial from the experience.3. If the project is product oriented (to design and
Surprisingly, few companies take the time todevelop something), an analysis of the finished
perform such an audit. If the project wasproduct versus its design specifications should be
successful, they want to move quickly to theprepared.
next assignment. If the project was a disaster,4. Conduct interviews with project participants to
they want to bury and forget about it as quicklygather insight as to what went right and wrong.
as possible. This is a shame under either scenario.The final report should be professionally prepared
If the project was successful, the elements forand presented to pertinent managers and
success should be clearly identified and become aexecutives to study. The presentation should be
part of a company's "best practices," therebysomewhat clinical in nature as the presenter
others can emulate and achieve similar success. Ifshould avoid both disparaging and complimentary
the project was a disaster, the elements leadingremarks as they may offend someone. Just be
to failure should likewise be documented so othersmatter-of-fact in the presentation and let the
can avoid similar pitfalls. Either way, a Projectreviewers come to their own conclusions.
Audit is a valuable document, which is why I'mYears ago, we were asked to perform a Project
puzzled when companies avoid performing them.Audit for a company in Wisconsin, it's part of
It is certainly not a waste of time and money. Aswhat we do as a consulting company. Two
the old saying goes, "We learn from our mistakesprojects were observed; Project "A" was
as well as our successes."executed smoothly and professionally, so much
Frankly, I think people are more inclined to feelso that the project team wasn't recognized for
embarrassed about a Project Audit, as you heartheir accomplishment, thereby creating a morale
of too many project failures in corporate Americaproblem. Project "B" was the antithesis of "A" and
these days, particularly in the I.T. sector. It seemswent out of control almost from its inception.
people have trouble finishing projects on time andRemarkably the Project Manager and team
within budget. In fact, project overruns seem toleaders of Project "B" were well recognized and
be the norm. Consequently, people do not wantoften complimented for their ability to put out
to have their name associated with a disaster andfires during the project. We made note of this in
will go out of their way to cover it up. I guess itour Audit report but went on to say that the only
is human nature to think this way.problem with rewarding their "fire fighters" was
Companies avoid performing Project Audits sothey also happened to be the company's chief
much, many of them have forgotten how toarsonists. Whereas the "fire fighters" were
prepare one. First, the person performing therecognized for screwing up, the Project "A" team
audit should not be the project manager or leadwent virtually unnoticed for doing a good job. In
designer. Rather, it should be a neutral observerother words, our report revealed shortcomings in
who doesn't have any problem judging both righthow people were rewarded in the company.
and wrong. The Project Auditor should analyzeMaybe that's the real reason why people don't like
the following:to perform Project Audits; they plain and simply
1. Estimated versus Actual schedules anddon't want to hear the truth.