Accounts Chamber of the Russian Federation Approaches to comprehensive project and program audit in the Accounts Chamber of the Russian Federation
Main problems for project implementations Incompleteness and inconsistency of information. Irrelevance and lack of coordination in management decisions. Poor resource management. 2
Information technology improvements in management and audit 3
Structure of this talk Methodology: –comprehensive audit; –architecture and capabilities evaluation; –scenario evaluation. Tools: –resource and schedule audit; –interval-based evaluations. 4
METHODOLOGY 5
The architecture of comprehensive audit 6
Indicators for comprehensive evaluation 7
The practice of comprehensive audit 8
Some approaches to activity management Classic project management. Business performance management (BPM). Architecture management. Capability management. Net-centricity. 9
The scheme of the methodical and IT infrastructure 10
Evaluating architecture Coherence of the architecture with the goals and budgets. Interaction of stakeholders. Cost of ownership. Dynamics of architectural change According to ANSI/IEEE : Architecture is the fundamental organization of a system embodied in its components*, their relationships to each other and to the environment, and the principles guiding its design and evolution * - information, financing, materials, products …..
Using the capabilities approach for a comprehensive evaluation of an information system 1212 Capability: property of a system, probability that the system will succeed in achieving the goal of its functioning. The correspondence between required and predicted state sets in the functioning of a system can be represented as the probability of the following binary predicate being true: predicted state set required state set
Methodical basis for comprehensive scenario evaluation 1313
TOOLS 14
Information technology for assessment of large projects 1515 Audit of programs and projects (software package)
Interval-based assessment of investment projects 1616
Estimating capabilities with an interval analysis system 1717
Capability indicator at a high level 1818
1919 The capability level requires detailed analysis
Capability indicator at a critically low level 20
Conclusion The application of these methods and tools will allow to formulate recommendations on: improving the feasibility of projects and programs, minimizing negative consequences of projects, reducing risks in project implementations, and generally improving efficiency of projects. 21
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