Humber College, Faculty of Applied Sciences and Technology - Project Management Graduate Program

PMPG 5503 Capstone Research Project

Audit Report: Part 2

Project Name: Audit Report: Part 2

Group Member Names: Hetvi Sheth, Masumi Thakkar, Prem Kamdar

Group Number: Group 11

Submission Date: July 18, 2022

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 Humber College, Faculty of Applied Sciences and Technology - Project Management Graduate Program

1. Executive Summary
I. Objectives of this report:
The report is submitted as part of the Capstone Research Project deliverables. The deliverable
summarizes the results of an analysis of a previous project completed by the Sponsor's
company. The report's goal is to learn by critically assessing the sponsors' practices and utilizing
expert judgment to make recommendations that the sponsors might use in future initiatives.
The project team creates the report after doing extensive qualitative and quantitative research
on the sponsor's practice. The data for the studies were gathered through Sponsor interviews
and knowledge-sharing sessions that focused on the sponsor's project as well as the tasks and
procedures done throughout the project cycle.
II. Purpose of Sponsor Project
The project is being worked on by the Project Team, which reports to Humber College's Project
Management Department. The project's goal is to get first-hand project management
experience and put all the knowledge areas covered by the Project Management Body of
Knowledge to use (PMBOK). The team will try to comprehend the procedures that were
followed during the sponsor's earlier project. The project also provides the team with the
chance to operate in a setting that is professional and offers first-hand experience. The team
interacts with a project sponsor from the industry and collaborates with them to manage and
carry out a project.
III. Audit Approach Results & Lessons Learned
The audit was directed by the Project Team in the wake of acquiring the necessary information
from the support by means of meetings and information-sharing meetings. The review was
directed at the Quantitative and Qualitative parts of the task. The qualitative audit contained
inquiry questions considering the sponsor's training and the quantitative review estimated the
consistency score of the support practice. The consistency score was produced after estimating
the Tools and Techniques embraced by the sponsor and aligning them with the PMBOK (project
management body of knowledge) standard.
IV. Key Findings
The key results found after completing the audit on the Sponsor's project were that the sponsor
used an average of about 80% of the tools and methods during the project's execution. The
sponsor's company has a small PMO team managing the project's major project management
tasks, and the sponsor's organization has placed a high value on project management based on
the structure and principles provided in the Project Management Body of Knowledge.

V. Key Recommendations
The Project team's key recommendation to the sponsor would be to integrate the PMBOK
techniques into the offshore operations as well. As teams were working on both inshore and
offshore teams, it would be extremely beneficial for the organization if the offshore teams could
also implement PM strategies into their day-to-day operations as resource managers.

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2. Sponsor Reaction & Approval

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3. Audit Results
1.1 Project Integration Management
Sponsor's Practice
The PM was involved in the process of establishing the project charter, as were expertise area
specialists in the fields of banking, finance, and IT. These experts were active throughout the project
to supervise teams and throughout crucial process activities. It also included the process of applying
past project information and benchmarking goals and success criteria. The project plan was created
based on the needs and requirements of the project, which were gathered from the clients. Regular
meetings were8 held with the sponsors, clients, and operational teams to stay on schedule, create
deliverables, and manage project activity. Project Knowledge and information were gathered and
kept track of in PMIS software and scheduling tools such as MS Project, Jira, etc. To The most
significant part of doing Integrated Change Manage, along with expert judgement to examine
feasibility and cost-benefit, was data analysis to monitor and control the project as well as make
needed modifications. Clients would propose these adjustments depending on the progress of the
project and their product, and they would be adopted following meetings with the client and project
team. The project closing phase also demonstrates a maximum compliance level, and the key
stakeholders for this phase were the clients' operational teams because they were able to measure
the final products acceptance criteria
Findings
Process Areas of Compliance Gaps Quantitative
Result
1. Develop Project 1. Expert Judgement N/A 100%
Charter 2. Data Gathering
3. Interpersonal Skills 4. Team Meetings
2. Develop Project 1. Expert Judgement N/A 100%
Management 2. Data Gathering
Plan 3. Interpersonal Skills 4. Team Meetings
3. Direct and 1. Expert Judgement N/A 100%
Manage Work 2. Team Meetings 3. PMIS Tools
4. Monitor and 1. Expert Judgement N/A 100%
Control Project 2. Data Analysis
Work 3. Decision Making 4. Team Meetings
5. Close Project 1. Expert Judgement N/A 100%
2. Team Meetings 3. Data Analysis

Knowledge Area Quantitative Result

The compliance score for the Project Integration Management knowledge area for the project is 100%.
Recommendations
I would recommend generating thorough project plans since they assist in maintaining track and record
of everything that is being done on the project and efficiently describe what must be performed and
how it is managed to all members.

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1.2 Project Scope Management

Sponsor's Practice
Arranging the scope management process was finished by the PM with the administration and
sponsors. This ensured that all the work required to complete all project deliverables was outlined.
The project deliverables were developed and assessed using expert opinion as well as data gathered
and analyzed from prior initiatives. The scope was validated through evaluating and comprehending
the project progress, as well as holding timely meetings and making decisions. There were meetings
organized on Microsoft Teams to discuss client requirements which contributed to the development
of project scope. Using the kick-off meeting and project charter as a basis, the requirements of the
project were defined. During the meetings with the internal stakeholders, the in-scope and out-
scope activities were decided. To avoid scope creep not much out of scope activities were defined.
The required information will be gathered and sent to the technical team for further updates. For
final approval all the deliverables were sent to the CEO before being sent to the Marketing team.
The final sign-off was provided by the CEO to finalize all the deliverables mentioned in the scope
statement.

Findings
Process Areas of Compliance Gaps Quantitativ
(ALL evaluation criteria met) (Evaluation criteria unmet) e Result
1. Plan Scope 1. Meetings N/A 100%
Management 2. Data Analysis
3. Expert Judgement
2. Collect 1. Data Analysis  Interpersonal and team 57%
Requirements 2. Data Gathering skills
3. Expert Judgement  Prototypes
4. Decision Making  Flowcharts/Diagrams
3. Define Scope 1. Data Analysis N/A 60%
4. Create WBS 1. Expert Judgement N/A 100%
2. Decomposition
5. Validate Scope 1. Decision Making N/A 100%
2. Inspection
6. Control Scope 1. Data Analysis N/A 100%

Knowledge Area Quantitative Result

The overall Quantitative result of the knowledge area of the Project Scope Management is
86.16%.
Recommendations
It is recommended that end-users be included in scope definition and development to assist satisfy end
user's assumptions and make the degree more exact and clearer.

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1.3 Project Schedule Management

Sponsor's Practice
Meetings, one of the primary means of team communication and decision-making, as well as when it comes to
coordinating with the CEO, were used to manage the project schedule with the help of expert judgement and
data analysis, which serve as the foundation for all project scheduling and planning processes. The PMIS
employed by the business served as an internal tool for integrating schedule and cost to establish and
maintain the company's target margins. Decomposition and rolling wave planning were used to develop a
continuous improvement process for the modules as latest information became available. The PMO employed
Precedence diagramming method and dependencies of certain departments and functions to estimate work
periods and time. As soon as the CEO had worked out the details, the lead and lag times were also delivered.
Control Path Method was employed during the schedule's development and control. Estimates from
previously finished projects were also factored into the task and schedule creation estimates. MS Project and
Jira were the PM tools used to develop, manage, and regulate schedules. When necessary, timetable
compression was carried out to manage deadlines and keep the schedule under control.
Findings
Process Areas of Compliance Gaps Quantitativ
(ALL evaluation criteria met) (evaluation criteria unmet) e Result
1. Plan Schedule 1. Expert Judgement 2. Data Analysis 3. N/A 100%
Management Meetings
2. Define 1. Expert Judgement 2. Decomposition N/A 100%
Activities 3. Rolling Wave Planning 4. Meetings
3. Sequence 1. PDM 2. Dependency planning and N/A 100%
Activities integration 3. Lead and Lags. 4. PMIS
4. Estimate 1. Expert Judgement 2. Parametric 1. Three-point estimating 87.5%
Activity Estimating 3. Analogous Estimating 4.
duration Data Analysis 5. Bottom-up Estimating
6. Meetings. 7. Decision Making
5. Develop 1. Schedule Network Analysis 2. CPM 3. 1. Schedule Compression 66.66%
Schedule Resource Optimization 4. Data Analysis 2. Agile Release Planning
5. Lead and Lag. 6. PMIS
6. Control 1. Data Analysis 2. CPM 3. PMIS 4. N/A 100%
Schedule Resource Optimization 5. Lead and Lags
6. Schedule Compression

Knowledge Area Quantitative Result

The Knowledge compliance score for Project schedule management is 92.36%.
Recommendations
As it will help in delivering the project on time or even to minimize its duration and complete it ahead of
schedule while keeping time costs and resource on the project, we would advise identifying and focusing
on the crucial path.

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1.4 Project Cost Management

Sponsor's Practice
Like all other knowledge domains, project cost management required meetings, data analysis, and
expert judgment in order to plan, estimate, determine, and control project-related costs. Analogous
and parametric estimating were the methods used to estimate expenses based on the project's
resources and timeline. An internal tool was used to define and maintain the company's margins
and was used to calculate costs depending on the schedule. Cost aggregation and historical data
were utilized to determine whether the project would be feasible and would meet the company's
margin requirements. The CEO and internal management were both involved in funding and
financing activities since they would approve the cost baselines and total project budget. The CEO
was also involved in the planning and monitoring of project costs since he was crucial to sustaining
the entire project budget, timeline, and scheduling requirements, all of which had an impact on the
project's overall cost. The PMIS used to manage costs, keep them under control, and monitor
project and resource costs was MS Project.

Findings
Process Areas of Compliance Gaps Quantitativ
(ALL evaluation criteria met) (Evaluation criteria unmet) e Result
1. Plan Cost 1. Expert Judgement 2. Data Analysis 3. N/A 100%
Management Meetings
2. Estimate Cost 1. Expert Judgement 2. Parametric 1. Three-point estimating 87.5%
Estimating 3. Analogous Estimating 4.
Data Analysis 5. Bottom-up Estimating
6. Meetings 7. Decision Making
3. Determine 1. Expert Judgement 2. Cost N/A 100%
Budget Aggregation 3. Data Analysis 4.
Historical information review 5.
Funding limit reconciliation 6. Financing
4. Control Cost 1. Expert Judgement 2. Data Analysis 3. N/A 100%
To-complete performance index 4.
PMIS

Knowledge Area Quantitative Result

The knowledge area compliance score for Project Cost Management is 96%.
Recommendations
To increase budget, cost structure efficiency, and lower the likelihood of indirect expenses and cost
overruns, we would suggest researching hidden costs.

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1.5 Project Quality Management

Sponsor's Practice
The project completed all the processes in accordance with the requirements for quality
management, and the knowledge area score for project quality management is 100% because each
process included a step for maintaining the overall quality of the project with the aid of expert
judgment and with the aid of comparisons to similar projects and industry standards. Gathering
acceptance data, establishing standards for quality conformity, and scheduling inspections were all
part of the quality management planning process. Meetings with the CEO and other team members
were crucial to the planning, monitoring, and quality control processes for the project. In order to
comprehend and address potential technical flaws and inefficiencies during the project, data
representation techniques including cause and effect diagrams were employed in project team
meetings. For the application to launch, the degree of quality conformance was set at 98 percent.

Findings
Process Areas of Compliance Gaps Quantitativ
(ALL evaluation criteria met) (Evaluation criteria unmet) e Result
1 Plan Quality 1. Expert Judgement 2. Data Gathering N/A 100%
management 3. Data Analysis 4. Decision Making 5.
Data Representation 6. Technical
Inspections 7. Meetings
2 Manage Quality 1. Data Gathering 2. Data Analysis 3. N/A 100%
Decision Making 4. Data
Representation 5. Audits 6. Problem
Solving 7. Quality improvement
methods
3 Control Quality 1. Data Gathering 2. Data Analysis 3. N/A 100%
Inspection 4. Testing 5. Data
Representation 6. Meetings

Knowledge Area Quantitative Result

The compliance score for the knowledge area of Project Quality Management is 100% for the project.
Recommendations
As it will assist identifying and defining quality requirements allowing us to meet the project goals, we
would suggest assessing and developing a good quality management plan which clearly describes the
project aim.

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1.6 Project Resource Management

Sponsor's Practice
After identifying the needs and allocating resources in accordance with the time and cost constraints,
schedule requirements, and other factors, the resource management process was completed.
Analogous and parametric estimates were used in the resource allocation procedure. The team working
on the implementation was in India, but they were working on the project taking place in Canada,
therefore resources were produced, collocated, and organized using virtual means. To collaborate on
the project, internal resources within the organization were gathered. The project would suffer if an
employee or senior developer left the project, therefore team management was an important aspect in
controlling retention and employee satisfaction ratings. If a senior developer left the project, changes to
the teams would be communicated to the upper management as well as the stakeholder.
Smaller adjustments to the squads, though, would stay at the managerial levels. Controlling the project's
resources involved problem-solving, and to reduce the chance of a key resource leaving, each activity
would have a lead and a backup in case that resource left the project. If the resource left the project or
resigned, knowledge-sharing sessions would then be necessary.

Findings
Process Areas of Compliance Gaps Quantitativ
(ALL evaluation criteria met) (Evaluation criteria unmet) e Result
Plan Resource 1. Expert Judgement 2. Data 1. Organizational Theory 75%
Management Representation 3. Meetings
Estimate Activity 1. Expert Judgement 2. Parametric N/A 100%
resources Estimating 3. Analogous Estimating 4.
Data Analysis 5. Bottom-up Estimating
6. Meetings. 7. Decision Making
Acquire Resources 1. Decision Making 2. Interpersonal and N/A 100%
team skills 3. Pre-assignment 4. Virtual
Teams
Develop Team 1. Colocation 2. Virtual Teams 3. 1. Recognition and 85%
Communication technology 4. rewards
Interpersonal and team skills 5.
Training 6. Individual Team
Assessments 7. Meetings
Manage Team 1. Interpersonal Team Skills 2. PMIS N/A 100%
Control Resources 1. Data Analysis 2. Problem Solving 3. N/A 100%
Interpersonal skills 4. PMIS

Knowledge Area Quantitative Result

The knowledge area compliance for Project Resource Management is 93%.
Recommendations
We would suggest concentrating on the overloading and underloading of the resources because these
issues might have a negative impact on a team's performance and jeopardize the project's success.

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1.7 Project Communications Management

Sponsor's Practice
A communication plan was created, and all the communication was done through emails and
Microsoft Teams. Regular emails were sent to all the team members and stakeholders and meetings
were organized on Microsoft teams once a week to discuss the progress of the project and to make
any changes if required. The sponsor and their organization stipulated that regular updates and
weekly status meetings be held and that the project team be able to review and monitor the project
progress and completed work on a regular basis. These sessions focused on critical aspects of the
project, such as major risks, challenges, and escalations encountered by the project team. The
project manager also employed an organized strategy to disseminate information, such as creating a
robust project charter and making it accessible to the entire team so that they could comprehend all
its critical components. A kick-off meeting was also held to involve stakeholders early on and give
them the relevant information.
Findings
Process Areas of Compliance Gaps Quantitativ
e Result
1. Plan 1. Expert Judgment 1. Data 62.5%
Communication 2. Communication Requirement Representation
Management analysis 2. Communication
3. Meeting Models
4. Communication Technology 3. Communication
Methods
2. Manage 1. Communication Method 1. Project 57.14%
Communication 2. Communication Skills management
3. Interpersonal and Team skills Information
4. Meetings System
5. Communication Technology 2. Project reporting

3. Monitor 1. Expert Judgement 1. Project 80%

Communication 2. Data Representation Management
3. Interpersonal and Team skills Information
4. Meetings

Knowledge Area Quantitative Result

The overall Quantitative result for Project Communication Management will be 66.5%.
Recommendations
The Project Management Information System is one of our recommendations for the sponsor's project.
PMIS will help with meeting planning and reporting, as well as real-time data analysis. The management
can also make a list of all channels at the start of the project to brainstorm and select the most
appropriate ones, ensuring that the team is not constrained to traditional countable techniques.

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1.8 Project Risk Management

Sponsor's Practice
Project risk management entailed using expert judgement, data analysis, and discussions to identify and
reduce risks to the project. Interpersonal and team skills were also considered, and a risk response
strategy for people changes was developed to monitor and minimize the event of a project lead or
senior developer retiring from the project. The approach involved having a lead and backup working on
each module so that if the lead resigned from the project, the knowledge exchange and transfer would
be easy and would not negatively affect the project's running. Data was regularly collected to maintain
and monitor the risk register, and it required to be constantly updated to reflect the open, mitigated,
closed, and redirected risks. The PMO prepared risk responses with specific plans for risks,
opportunities, and overall risk, using input from field matter experts and OPA data. The risk
management process used a chain of command system to make decisions, and high priority and high
impact risks were escalated to senior stakeholders along with adequate data and viable risk remedies
during the Stakeholder meetings. So, the risks are monitored, and meetings are conducted at regular
intervals to manage and control risks.
Findings
Process Areas of Compliance Gaps Quantitativ
(ALL evaluation criteria met) (Evaluatio e Result
n criteria
unmet)
1.Identify Risk 1. Expert Judgement N/A 100%
2. Data Gathering
3. Interpersonal Skills 4. Team Meetings 5. Data
Analysis
2. Plan Risk 1. Expert Judgement N/A 100%
Responses 2. Data Gathering and Analysis
3. Interpersonal Skills and Team Meetings
4. Strategies for Threats, Opportunities, Project Risks
5. Contingency Response 6. Decision Making
3. Perform 1. Expert Judgement N/A 100%
Qualitative Risk 2. Data Gathering and Analysis
Responses 3. Interpersonal Skills 4. Team Meetings
4. Implement 1. Expert Judgement N/A 100%
Risk Responses 2. Interpersonal Skills
3. Team Meetings 4. PMIS
5. Monitor Risk 1. Team Meetings N/A 100%
2. Data Analysis 3. Audit Meetings

Knowledge Area Quantitative Result

The compliance score for the Project Risk Management knowledge area for the project is 100%.

Recommendations
I propose evaluating risks early in the project cycle so that the project team has enough time to create
risk responses and knowledge about different situations to make an educated choice.

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1.9 Project Procurement Management

Sponsor's Practice
The project was not procured externally, and the sole form of procurement was in the form of internal
team selection and development of project teams. To determine which resources would be deployed to
the project, internal interviews were undertaken. This was done to guarantee that the resources
assigned to each deliverable and module can carry out their tasks and duties.

Findings
Process Areas of Compliance Gaps Quantitative
(ALL evaluation criteria met) (evaluation Result
criteria unmet)
1. Plan 1. Expert Judgement N/A 100%
Procurement 2. Data Gathering and Analysis
Management 3. Source Selection Analysis
4. Team Meetings
2. Conduct 1. Expert Judgement N/A 100%
Procurement 2. Data Analysis
3. Interpersonal Skills
4. Team Meetings
3. Control 1. Expert Judgement N/A 100%
Procurement 2. Claims Administration
3. Data Analysis
4. Inspections
5. Audit Meetings

Knowledge Area Quantitative Result

The compliance score for the Project Risk Management knowledge area for the project is 100%.

Recommendations
We would propose developing a project procurement strategy at the project planning phase to aid in
the successful management of the project procurement procedures.

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1.10 Project Stakeholder Management

Sponsor's Practice
The stakeholders were initially discovered through a brainstorming session with a subject matter expert,
and then classified according to their power, impact, and knowledge. The involved parties were divided
into levels using a power and interest grid. Three Levels were made to direct the administration and
communication for the project stakeholders. Level A had project sponsors and high-level administration,
this level had the most noteworthy power, and just key commitment through gatherings and recorded
as a hard copy will both be done for them. Level B had the management crew like PM (Project
Manager), project coordinator, functional managers, team leads, group drives these are the most
dynamic individuals associated with the administration and operations oversight, this level gathering has
impact over changes and different choices Level C had the tasks groups and different teams working for
the project who could have detached associations with their separate seniors or required individuals,
most interchanges were finished through the mail, and their association is less in direction and more in
execution.
Findings
Process Areas of Compliance Gaps Quantitativ
e Result
1. Identify 1. Expert opinions 1. Data presentation 80%
Stakeholders 2. Meetings
3. Data collection
2. Plan 1. Information Examination N/A 100%
Stakeholder 2. Decision Making
process 3. Information representation
4. Meetings
3. Managing 1. Rules of Engagement 1. Relational and group 50%
stakeholders 2. Meetings activities

Knowledge Area Quantitative Result

The general information evaluates 75% portraying over half of the tools and techniques are utilized in
Project Stakeholder Management.

Recommendations
Defining rules that regulate agile and complicated projects early on would be a recommendation since
having a pre-defined manner of dealing with changes would make handling agile projects more efficient.

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4. Appendix A
Audit Questions and Responses

1. Knowledge Area: Project Integration Management

Knowledge Process Powerful

Sponsor’s Response
Area (# and name) Question
How was the The key objectives examined while drafting
Project 1.1 Develop
requirement the project charter were time, cost, and
Integration Project
gathering for this scope, as well as the organization's viability
management Charter
project done? of carrying out the project.
Various resources from the internal
Project 1.2 Develop knowledge area specialists were used to
What were the
Integration Project gather data and expert opinion to
basic
management Management understand the project and the current
requirements?
Plan project environment with respect to the
laws and regulations and the needs.
There were no major challenges faced
during the project as the team had worked
Project What were the
1.3 Direct and together earlier and to plan and direct
Integration challenges faced
Manage project activity, the strategy was to deliver
management during this
Project work in modules and collaborate with the
process?
stakeholders to ensure the project met the
acceptance requirements.
Monitoring and regulating project work was
Project carried out in stages. The project work was
1.4 Monitor How was the
Integration checked on a regular basis, and it was also
and control project
management reported to seniors to keep them informed.
project work monitored?
Any requests for changes must follow a pre-
defined chain of command.
Were there any Some minor changes were suggested by the
Project changes needed CEO and the team worked on those
1.5 Close
Integration and was the final changes. The final report was reviewed and
Project or
management report approved approved by all the stakeholders.
phase
by all
stakeholders?

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2. Knowledge Area – Project Scope Management

Knowledge Process
Powerful Question Sponsor’s Response
Area (# and name)
The main concern while defining the scope
depended on the earlier scope and just
addition of few things needed to be done.
2.1 Plan The project manager, marketing team, QA,
How was the scope
Project Scope Scope and the other subject experts presented
of the project
Management Management their requirements and sent them to the
decided?
CEO for decision and approval. Meetings
were even organized with internal
stakeholders to list in-scope and out-of-
scope activities.
How was the The current project's scope was
current scope of unchanged, but there were a few small
the project adjustments needed, such as making the
Project Scope
2.2 Defining substantially program function offline and requiring that
Management
Scope different than that any data submitted be updated and saved
originally defined in later to improve usability.
the approved
project plan?
The Work breakdown Structure (WBS) was
created earlier, and some minor changes
How was the WBS
Project Scope were made to them and were sent to the
2.3 Sequence created and was it
Management CEO for approval before sending it to the
Activities approved by the
marketing team. It was approved by the
manager?
CEO and the planned activities were
carried out as per the schedule.
Weekly meetings were held to ensure that
Project Scope How is the the project was on track in accordance
2.4 Validate
Management validation of scope with the triple constraint, and quarterly
scope
performed? touchpoints were maintained to regularly
validate scope.
As the entire application needed to be
Are milestone developed in the three months that were
Project Scope deliverables stated as the deadline in the previous
2.5 Control
Management effectively tracked phases, the project's milestones were
Scope
and compared to efficiently tracked. When necessary,
the project plan? schedule compression was also carried
out.

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3. Knowledge Area: Project Schedule Management

Knowledge Process Powerful

Sponsor’s Response
Area (# and name) Question
How was the While planning the project schedule, the
Project 3.1 Plan
schedule primary factors were the module supply
Schedule Schedule
management schedule, scope, cost, and time.
Management Management
planned?
Project What were the There were various activities involved and
Schedule 3.2 Define activities and how all of them were defined using the WBS in
Management activities were they MS Project.
defined?
Project While estimating specific activity
3.3 Estimate How were the
Schedule durations, technical and functional
activity activity resources
Management specialists were contacted, and data from
duration estimated?
past projects was resorted to.
What was the It is difficult to pinpoint the time interval
Project
duration gap between each action, although most of the
Schedule 3.4 Sequence
between each time, they were carried out sequentially
Management activities
activity and with alterations made as needed.
calculated?
There were no changes in the schedule
Project Were there any
even though some duration of time was
Schedule 3.5 Control changes to the
kept in spare. To track the project's
Management schedule schedule and how
progress, meetings were held on a regular
was it managed?
basis.

4. Knowledge Area: Project Cost Management

Knowledge Process Powerful

Sponsor’s Response
Area (# and name) Question
How was the cost The cost is driven by the Project manager
management to keep the project's cost under control.
Project Cost 4.1 Plan Cost planned and who Senior management of the company and
Management management were the major the stakeholders who had ultimate
stakeholders approval on the cost baseline and budget.
involved?
While estimating the project's cost,
required tasks and the level of resources
Project Cost What were the
4.2 Estimate and labor necessary to produce modules
Management strategies used to
cost were estimated. This was accomplished by
estimate cost?
similar estimation, expert analysis, and
industry benchmarking.
Project Cost 4.3 Determine Are funding The scope of the project was kept in mind
Management budget estimates while determining the budget of the
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sufficiently project. The basic created product as well

detailed and as the additions that were required were
documented for taken into detailed consideration when
use in planning and determining the budget of the project.
tracking the
project?
Were there any There were no changes made as was made
Project Cost
4.4 Control changes in the cost clear at an earlier stage to keep the budget
Management
Cost made and how was on track.
it collected?

5. Knowledge Area: Project Quality Management

Knowledge Process Powerful

Sponsor’s Response
Area (# and name) Question
How was the Reliability, usefulness, maintenance costs,
quality plan made mobility and efficiency are all important
Project Quality 5.1 Plan quality for covering all considerations. Because the aim of this
Management Management policies, project was to make user friendly, client
guidelines and happiness was majorly factored into the
procedures? equation when gauging product quality.
How was the As per keeping in mind the user’s needs
Project Quality
5.2 Manage quality assurance and cost, the implementation was done to
Management
quality technique make it operational without the use of
performed? internet.
How about any The changes recommended during regular
Project Quality
5.3 Control change in quality meetings were made daily. No major
Management
quality control? changes were suggested and needed to be
made.

6. Knowledge Area: Project Resource Management

Process
Knowledge
(# and Powerful Question Sponsor’s Response
Area
name)
Meetings with interdepartmental heads to
How did you
Project pick resources were utilized as internal
6.1 Acquire manage the
Resource resources to obtain resources. Meetings
resources resources to ensure
Management with the technical team were carried out to
project success?
lead the project to success path.
Project 6.2 Develop Does the project The current project team had worked
Resource team team have the skills together on the earlier project, and they
Management necessary to had the some prior industry experience and
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skills required for this project to

successfully
accomplish. Most of the tasks were given to
complete current
the team members knowing their skills.
project(s) and
Also, the team did not work on IOS
support the
application building, therefore two
application?
members were outsourced.
At the start of the project each member
Is there a project
was allocated their task and assigned
organization chart
position according to their expertise. To
Project showing the
6.3 Manage maintain an effective outcome, there would
Resource reporting
team be weekly meetings and interactions with
Management relationships and
the project team, as well as feedback
responsibilities for
sessions to maintain team morale and
each position?
satisfaction.
What was the There were no training sessions carried out
adequate time for for the team to train them as they had
orientation and enough knowledge and skills to work on
training of the this project. Some teams were outsourced
project team which already had the training required.
Project
6.4 Control provided for in
Resource
resources relation to the
Management
technical nature of
the application and
the experience level
of project
personnel?

7. Knowledge Area: Project Communication Management

Knowledge Process Powerful

Sponsor’s Response
Area (# and name) Question
The mode of communication used during
the project was MS teams, emails and in-
person meetings with the CEO. The
Which mode of
meetings were conducted regularly with
Project 7.1 Identify communication
the team members and CEO to get updates
Communication Communication was used
of the project and to keep up with the
Management Mode during the
schedule. Mostly, emails were sent to
project?
inform about the meetings and important
communication was done by conducting in-
person meetings with the CEO.
Project 7.2 Plan What was the As the world was dealing with COVID 19 at
Communication Communication favorable the time and some team members were
Management Management approach outsourced, Microsoft Teams was chosen as
decided for the the best method for the project meeting
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because there was a time and place

project? difference between the team members and
stakeholders.
How was There was only three months' time for the
Project 7.3Execute Myers-Briggs project to complete and as the abilities of
Communication Communication personality all the team members were known, no such
Management Management testing personality testing was required.
performed?
Overall, the communication of the team
How would you
was good as each, and every member were
rate the
Project 7.4 Monitor able to understand and explain in common
average
Communication Communication language. There was harmony among all,
communication
Management Management and the workflow was smooth as each of
skills of your
them were able to express their ideas,
project team?
suggestions, and work together.
Was your Mostly emails and in-person meetings were
Project 7.5 Closing
method of carried out and these methods were
Communication Communication
communication successful as the desired outcome was
Management Management
successful? obtained.

8. Knowledge Area: Project Risk Management

Process
Knowledge
(# and Powerful Question Sponsor’s Response
Area
name)
The impact of the issue on the project and
the project objectives that may be
How were the influenced by these issues might be
Project Risk 8.1 Identify unimplemented risk included in the description of the issue and
Management Risk strategies escalated the priority of the risk strategies are to be
to an issue log? created and implemented and the one who
is responsible to solve is assigned to it and
the deadline is provided.
A more modest PM group would deal with
Who were the vital the risks of the project and go about as the
stakeholders in proprietor of the risks and this future
8.2 Plan
Project Risk arranging risk addressed in the survey gatherings and
Risk
Management reactions and touchpoints to be made noticeable to the
Response
activities to reduce group and senior partners. Any open
possible dangers? hazards identified during these discussions
would then be addressed.
What were the The chain of steps including identifying the
8.3 Perform
provisions made to threats, its probability and impact, the ways
Project Risk Qualitative
access project risks to monitor and review it were performed to
Management Risk
at various project access project risks during daily meetups.
Analysis
stages?

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Group prompts the Overall Engagement

What was the
director to PMO would be the hierarchy of
8.4 procedure for
leadership to carry out risk reactions. The
Project Risk Implement implementing risk
person in charge of the risk would have the
Management Risk responses, and what
obligation to run the risk reaction. In any
Response were the challenges
case, open risk would be talked about at
encountered?
the stakeholder level.
The critical areas evaluated when assessing
and monitoring risks on the project were
What was the
Project Risk 8.5 Monitor the process of administering risk responses
process to monitor
Management Risk and continually monitoring the project to
project risks?
review risks and the chain of command to
respond to risks.

9. Knowledge Area: Project Procurement Management

Knowledge Process Powerful

Sponsor’s Response
Area (# and name) Question
Assembling the proper team members and
procuring internal resources.
How was the To ensure that the resource is capable of
Project 9.1 Plan
procurement functioning in the job, skill sets must be
Procurement Procurement
management examined. After reviewing the
Management Management
planned? requirements and ensuring that the
employees could fulfil their tasks, teams
were formed.
Two IOS developers were outsourced for
How was the
Project the project as the internal team was lacking
9.2 conduct procurement
Procurement this skill. The procurement was conducted
procurement management
Management at the start of the project and was
conducted?
successfully accomplished.
What was the Audit meetings, clearing the goal of the
Project
9.3 Control strategy to project, setting the expectations were the
Procurement
Procurement control stated to control the procurement.
Management
procurement?

10. Knowledge Area: Project Stakeholder Management

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Knowledge Process Powerful

Sponsor’s Response
Area (# and name) Question
Mostly all the stakeholders were already in
How did you
the earlier projects from the start, just the
Project identify that the
10.1 Identify technical team was hired but they had to
Stakeholder stakeholder
stakeholder follow the instructions of the Project
Management management plan
Manager. The project was running smoothly
was in place?
as per the plan.
The stakeholders were divided into two
levels. The CEO, Marketing team were at
What were the
the top level, they were involved in limited
Project 10.2 Plan steps taken in
and crucial activities through emails and
Stakeholder Stakeholder engaging the
meetings. The second level stakeholders
Management Engagement project plan with
like Project Manager, Coordinators and
stakeholders?
Technical team were engaging through
emails mostly
The frequency of the meetings depended
What was the
based on the task given. The highest
frequency of
number of meetings happened at the
Project 10.3 Manage communicating
second level, where the project manager
Stakeholder stakeholder the essential
and the technical team often
Management Engagement information to
communicated with each other regularly
stakeholders in
and then the PM would conduct meetings
your project?
with top level stakeholders.
The following steps were taken to
guarantee successful stakeholder
What procedures communication:
were put in place 1. Meetings were organized at regular
Project to guarantee intervals.
10.4 Monitor
Stakeholder successful 2. All essential documents and information
Stakeholder
Management stakeholder were distributed well in advance of the
Engagement
participation sessions.
throughout the 3. The project team meets in person and on
project? a weekly basis to maintain track of progress
and comments from the client and
stakeholders.

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5. Appendix B - Original Notes & Meeting Minutes

Meeting Information & Participants

Date & Time of Meeting: 11th July 2022, 12pm
Meeting Chair: Hetvi Sheth
Attendees: Masumi Thakkar, Prem Kamdar
Regrets: None

Agenda Topics (should match pre-circulated agenda)

1. Interview the sponsor on the interaction gatherings and information regions.
2. Record and store data given by the sponsor on the project processes.
3. Information must be provided with the sponsor regarding the last entries and criticism of the
review report.
4. Last Meeting date to be booked to survey Audit Report with Sponsor.

Decisions
1. Report and dissect discoveries from the meeting.
2. Sponsor to survey record of Final Audit report and give criticism to the teacher.
3. Make a final report regarding submission and offer it to the sponsor.
4. The following meeting is to be booked for 15th July to review the Final report with the sponsor.

Actions (use verbs to describe an action to be completed AFTER the meeting)

Task Lead Deadline
1. Make a table with every one of the reactions from the
meeting. Hetvi Sheth 12th July
Masumi
2. Examine the reactions and report them in the record. Thakkar 13th July
3. Final audit report to be ready and submitted to the Prem
sponsor for the survey. Kamdar 14th July
4. Sponsor Meeting to survey Final Audit Report Hetvi Sheth 15th July
Masumi
5. Final Audit Report Submission Thakkar 15th July

Next Meeting Date: 15th July

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6. Appendix C
Quantitative Approach

 The formula used to analyze and calculate the Process compliance of the individual processes
was as follows:

Process Compliance = # of tools and techniques implemented on the project / PMBOK standard
number of tools and techniques for that knowledge area.

 The formula used to calculate the compliance score of the Project Scope Management
knowledge area is as follows:

Knowledge Area compliance = Sum of the compliance scores of the processes / Number of
Processes.

 The formula used to calculate the process and knowledge area compliance scores for the
knowledge areas of project stakeholder management and project communications management
produced a quantitative compliance score for the knowledge area.

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7. References.

A Guide to the Project Management Body of Knowledge (PMBOK® Guide)–Sixth Edition. (2017). Project
Management Institute.

8. RACI Chart
Team Members
Tasks
Hetvi Sheth Masumi Thakkar Prem Kamdar
1. Executive Summary R A C
2. Noting down sponsor reaction and A C R
approval
3. Auditing project Integration C R A
Management
4. Auditing project Scope Management R A C
5. Auditing project Schedule A C R
Management
6. Auditing project Cost Management C R A
7. Auditing project Resource R A C
Management
8. Auditing project Communication A C R
Management
9. Auditing project Risk Management C R A
10. Auditing project Procurement R A C
Management
11. Auditing project Stakeholder A C R
Management
12. Completion of Appendix A C R A
13. Completion of Appendix B R A C
14. Completion of Appendix C A C R
Legend: R=Quality Responsible, A=Accountable, C=Consult, I=Inform

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9. Rubric

Objective/Criteria Meets all expectations Points

1. Exec Summary The following areas are complete and professional, with no
spelling or grammatical errors and does not exceed one page:
Objectives of this report, Purpose of Sponsor Project, Audit
Approach Results, Key Findings, Key Recommendations. /3

2. Sponsor Reaction Acknowledges work completed by student and provides a

& Approval thought, logical and reasonable response. /2

3. Integration Audit
Results /2

4. Time Audit
Results /2
Sponsor's Current Practice described using neutral facts. Findings
5. Cost Audit Results /2
demonstrate student analysis/ show opinion with rationale and
specific examples. All processes covered in Areas of Compliance
6. Quality Audit
OR Gaps. Quantitative Results are clear and logical. At least one
Results /2
reasonable recommendation included. No spelling or grammatical
errors. Consistent formatting follows the template, headers clearly
7. Resources Audit
identified, margins and white space reasonable, etc.
Results /2

8. Risk Audit Results /2

9. Procurement
Audit Results /2

10. Appendix A: Audit Questions and correlating responses for each knowledge area
Questions & process presented in table format with consistent summarization.
Responses No spelling or grammatical errors. /2

11. Appendix B: Agendas, minutes and any other records from each meeting
Original Notes & provided. No spelling or grammatical errors.
Minutes /0.5

12. Appendix C: Three clear and complete formulas provided, logical and followed.
Quantitative
Approach /0.5

13. Reference Complete, accurate and properly formatted using APA style. /0.5

TOTAL GRADE /22.5

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