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Thursday, April 21
Thursday 21, 2011
11:30am
Project Methodologies
– Waterfall
• The waterfall model is a sequential design process, often
used in software development processes, in which progress
is seen as flowing steadily downwards (like a waterfall)
through the phases of Conception, Initiation, Analysis,
Design, Construction, Testing and Maintenance.
The "waterfall model". Progress flows from the top to the bottom, like a waterfall.
Source: http://calleam.com/WTPF/wp-content/uploads/articles/DIABaggage.pdf
Internal auditors should determine their level of involvement and approach during the project's initiation phase. The audit
involvement decision should be based on the project risk assessment, as well as factors such as the project team's
project management experience, level of management involvement, size and complexity of the initiative, and impact
on the organization if the initiative is delayed or unsuccessfully implemented
implemented. The most appropriate audit approach
needs to be defined during the audit project planning phase. Following step 1 of the generic eight-step audit process
will complete the definition of audit's level of involvement. Further adjustment of audit involvement may be required
depending on the results of the project’s efforts and auditors' assessment throughout the project's life cycle. Another
important consideration to discuss with management and the project team is the internal auditors' roles and
responsibilities
p in attending
gpproject
j team meetingsg throughout
g the conversion audit.
Source: IIA.org
Project Sponsorship
This element relates to determining who/whom has approved the project, paying the costs,
showing
h i commitmentit t tto the
th project
j t and
d assigning
i i responsibilities
ibiliti
Audit should ask for the time frame of the project. In most instances the project team should
have prepared a Gantt chart to measure project status and help in assisting in the timely
completion of this project
project. This will assist the Auditor to determine when/if to get involved in
each stage of the SDR.
Scope Measurement
The element refers to ensuring the scope and objectives must be defined properly. These
can be
b grouped d under
d ttwo maini h
headings:
di
The project charters, which defines project goals and contains an outline proposal for the
project. This outlines describes the proposed system and the information it will use. Costs,
benefits, preliminary schedule, and the impact the system will have on the organization and
related systems are major components
components.
The enterprise description is an important component, especially on larger projects with
many people involved. It lays out the users’ need and environment and relates them to those
of the organization and external factors. Without an enterprise description there is a greater
chance that users’ real needs and the overall requirements of the organization will not be
satisfied.
Audit should ensure the necessary resources are allocated to the project and
time commitments are responsible to complete the job assignments
assignments.
Cost Management
This element relates to ensuring the initial pre-determined costs remain at or below projected
costs.
t Normally
N ll on a llarge scale
l project,
j t a ththreshold
h ld will
ill b
be established,
t bli h d th
thatt will
ill b
be iincluded
l d d
in the project charter, which will state if a project is going to exceed projected costs by a
certain dollar amount or percentage, then the project sponsor should be notified immediately.
In some instances, senior management and approval are required.
Risk Management
This element relates to risks that could adversely effect the completion of the project within
th given
the i hours
h and/or
d/ titiming.
i Risks
Ri k suchh as a thi
third
d party
t vendor
d going
i outt off b
business,
i
project staff turnover should be evaluated.
Procurement Management
This element relates to ensuring that all the necessary resources, equipment, hardware,
software
ft can be
b obtained
bt i d ffor th
the project
j t tto meett project
j t deadlines.
d dli
Communication Management
This element relates to formal organizational arrangements which should be adopted to
f ilit t successful
facilitate f l exploitation
l it ti off iinformation
f ti ttechnology.
h l Th
These iinclude
l d th
the iimportance
t off
having a project “sponsor,” the need for informal and formal user involvement, the role of
corporate information and project steering committees, and the advantages of standardized
communication between these various parties. Historically, many projects have failed
because of inadequate
q communication between MIS and the user departments
p
Interdependency Management
This element relates to other projects that depend on the initial project to succeed or other
projects
j t that
th t mustt completed
l t d prior
i tot this
thi project
j t so this
thi project
j t will
ill succeed.
d The
Th project
j t
team should be aware of all of these projects and just be figured into the timing and
milestone documents.
Change Management
This element relates to maintaining version control over project documents relating
specifically
ifi ll tto th
the iinitial
iti l project.
j t This
Thi would
ld involve
i l any documents
d t that
th t would
ld b
be usedd tto
support the System Development Life Cycle of this project and track the project until
completion.
Transition Management
This element relates to the transition of using the old system vs the new system. Can users,
managementt transition
t iti without
ith t a loss
l off productivity
d ti it from
f the
th personnell using
i ththe systems.
t