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Accounts Chamber of the Russian Federation Approaches to comprehensive project and program audit in the Accounts Chamber of the Russian Federation
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Main problems for project implementations Incompleteness and inconsistency of information. Irrelevance and lack of coordination in management decisions. Poor resource management. 2
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Information technology improvements in management and audit 3
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Structure of this talk Methodology: –comprehensive audit; –architecture and capabilities evaluation; –scenario evaluation. Tools: –resource and schedule audit; –interval-based evaluations. 4
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METHODOLOGY 5
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The architecture of comprehensive audit 6
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Indicators for comprehensive evaluation 7
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The practice of comprehensive audit 8
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Some approaches to activity management Classic project management. Business performance management (BPM). Architecture management. Capability management. Net-centricity. 9
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The scheme of the methodical and IT infrastructure 10
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Evaluating architecture Coherence of the architecture with the goals and budgets. Interaction of stakeholders. Cost of ownership. Dynamics of architectural change. 11 2 According to ANSI/IEEE 1471-2000: 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 …..
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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
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Methodical basis for comprehensive scenario evaluation 1313
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TOOLS 14
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Information technology for assessment of large projects 1515 Audit of programs and projects (software package)
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Interval-based assessment of investment projects 1616
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Estimating capabilities with an interval analysis system 1717
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Capability indicator at a high level 1818
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1919 The capability level requires detailed analysis
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Capability indicator at a critically low level 20
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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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