Internal Audit for Project Management Team - Construction Industry

[Elynn]

Need help here... anyone has the template for project management, in particular, in the construction industry? I know this should be customised to the PM practices, and so I am request if anyone can share for my reference?

 

[Stijloor]

Need help here... anyone has the template for project management, in particular, in the construction industry? I know this should be customised to the PM practices, and so I am request if anyone can share for my reference?

Any construction industry experts who can help?

Thank you!!

Stijloor.

 

[Pancho]

Need help here... anyone has the template for project management, in particular, in the construction industry? I know this should be customised to the PM practices, and so I am request if anyone can share for my reference?

The PM BOK Guide is a good resource that describes Project Management using the process approach.

Here is what we use for our PM process. It is based on the PM BOK Guide:

Description of the Project Management Process

1. Objective: Plan, execute, monitor, control and close all internal and external projects.
2. Scope: Applies to all projects, including those for delivery to clients as well as those for improvement.
3. Owner or Manager: Projects Director
4. Participants: Project Manager, Engineering Director, CFO, EVP, CEO, Project Engineer, Job administrator, Site Consultant.
5. Inputs: Signed Contract (for external projects), Project Charter (for internal projects)
6. Outputs:
   1. Correspondence with client. See [WI: Project Correspondence]
   2. External wiki. See [DR: Projects wiki]
      1. Deliverables by engineering, production, quality and logistics
      2. External Schedule
      3. Invoices and shipping documents
   3. Internal wiki. See [DR: Projects wiki]
      1. ToDo
      2. Internal Schedule
      3. Budget and Forecasts
      4. Drafts of Correspondence
      5. Installation reports
      6. Project KPIs
7. Clients
   1. Project Client (external or internal)
   2. Delivery Processes
      1. [DP: Engineering]
      2. [DP: Purchasing]
      3. [DP: Production]
      4. [DP: Installation]
   3. [DP: Finance]
8. Performance Indicators (KPIs) See [WI: KPIs Projects]
9. Description - Geometrica's Project Management process is based on the "PMBOK Guide" of the Project Management Institute. For external projects, the Contract is the authoritative reference for the project's scope and conditions. For internal projects, the Project Charter provides this authority. These documents are filed in project's external wiki (see [DR: Projects wiki]). The following documents describe the major procedures to manage projects.
   1. [GP: Initiating Project]
   2. [GP: Project Planning]
   3. [GP: Project Execution]
   4. [GP: Project Monitoring and Control]
   5. [WI: Project Closure]

 

[John Broomfield]

Need help here... anyone has the template for project management, in particular, in the construction industry? I know this should be customised to the PM practices, and so I am request if anyone can share for my reference?

Elynn,

You will find a basis for your checklist in an ASQ eBook called ISO 9001:2008 Interpretive Guide for the Design and Construction Project Team.

It interprets the standard from the client's viewpoint and from the designer and contractor's points of view.

It includes the full text of the standard and is cheaper than the standard.

It was written by the ASQ's Design and Construction Division but all the errors belong to me!

Publication E1364.

John

 

[Elynn]

I am not trained on construction industry and how a project is being managed in this aspect. However, reading the manual, it is broken down to 5 main processes :

1. Project feasibility Process (formulation, site acquisition, appointing proj manager)
2. Project Organisation Process (appoint consultants, finalise team, scope of service)
3. Concept Plan process (develop concept & cost plan, execute plan)
4. Design Development process (schematic design, tender documentation, submission, tender evaluation & award)
5. Construction and completion process (Safety Enforcement, Cost control, Defects, final project Report)

Can the IA template be created based on the processess?

 

[John Broomfield]

I am not trained on construction industry and how a project is being managed in this aspect. However, reading the manual, it is broken down to 5 main processes :

1. Project feasibility Process (formulation, site acquisition, appointing proj manager)
2. Project Organisation Process (appoint consultants, finalise team, scope of service)
3. Concept Plan process (develop concept & cost plan, execute plan)
4. Design Development process (schematic design, tender documentation, submission, tender evaluation & award)
5. Construction and completion process (Safety Enforcement, Cost control, Defects, final project Report)

Can the IA template be created based on the processess?

Elynn,

This rather depends on your audit objectives and the completion status of the project. If phase 4 is finished (except for change control) then you will be sampling rather more deeply in construction to determine whether design was well managed in terms of feasibility and constructability.

That said, yes, these processes would probably be a sound basis for your checklists.

Invest 50% of the audit investigation duration on planning your audit including the preparation of your checklists.

Make your checklist preparation part of the audit (documentation review) so your time with the auditee quickly and efficiently finishes the investigation because you are clear on:

• What process controls/resources you are sampling
• What evidence you seek
• Why you are seeking that evidence

A thru C are column headings and the fourth column is for your notes.

You have not told us the objective of your audit but if it is to determine 1 and 2 below:

1. Conformity of the project management system to ISO 9001
2. Effectiveness of the project management system in fufilling its objectives

...ensure that your checklist samples enough evidence of conformity and effectiveness to fulfill the objective.

For achieving audit objective 1, use a sampling matrix showing the clauses from the standard against the names of the key players on the project so you can make sure that you are sampling all applicable parts of the system's conformity to the standard.

Remember that ISO 9001 does not require all procedures to be documented nor does it require people to conform to their procedures (it does however require process monitoring/measurement by the users of the PMS - 8.2.3).

If users of the PMS have found a more effective way to fulfill the process/project objectives without updating their procedures this may mean the system is not well maintained or that the improvement action is still being tried and tested before updating the system's documents.

Leave space between the rows of your checklist to infill supplementary lines of investigation and to record the evidence of conformity/effectiveness.

Do not provide the checklist to the auditees before the audit because this sets expectations and can inhibit your necessary but unscripted supplementary investigations (thereby undermining trust).

Focus not on seeking nonconformity. Instead engage the users on showing you how well the PMS (as documented and undocumented) is helping the project team to determine and fulfill requirements.

Make your notes openly so the providers of evidence can see what you are writing and trust you to provide more evidence especially where the system could be improved.

You could ask why they waited for the auditor before suggesting improvements to their system and this may lead to some interesting supplementary lines of investigation with the people who should have been monitoring/measuring their processes.

Be prepared and your diligence will serve you well,

John

 

[Elynn]

Big Thanks to John... I may be able to craft out something along your advice... The objective is very much similar to any audit for ISO 9001 but covering the "service" related to the PM for construction projects. The end product (or PM service) is normally a long period instead of most products and services which can be delivered over months. Hence, I am seeking to fulfill 2 - Effectiveness of the project management system in fufilling its objectives yet conform to the firm's ISO 9001 documentation system.

 

[John Broomfield]

Big Thanks to John... I may be able to craft out something along your advice... The objective is very much similar to any audit for ISO 9001 but covering the "service" related to the PM for construction projects. The end product (or PM service) is normally a long period instead of most products and services which can be delivered over months. Hence, I am seeking to fulfill 2 - Effectiveness of the project management system in fufilling its objectives yet conform to the firm's ISO 9001 documentation system.

Elynn,

You're welcome.

I see the product of effective project management as the completed project delivered on-time, to spec and within budget.

These three types of requirement comprise quality in the mind of the project's client. To spec should mean in accordance with the needs of the customer and other interested parties but rarely does the budget cover that!

Therefore these three types of requirement are reconciled with the client and the PM ensures milestones are agreed early in the project before breaking down the work so everyone has clear criteria for the work and for monitoring the progress of the work instead of discovering the nonconforming services at the end of the project.

In other words take a look at the work breakdown and each milestone to see if the criteria for managing the project enable preventive action or at least timely correction.

John

 

[William01]

Project management is a very important business concept; it is very useful for business and helps in the smooth flow of the project. It is better and safer to take the help of professional project management service. It will help in the smooth flow of the project and also helps one to keep a track on things going on.