User:Davidtucker500/sandbox

Introduction
There are multiple benefits to be gained from this process at the end of each project. This process is unique and separate from the continuous evaluation at the phase gates or the constant monitoring and controlling that is carried on throughout the project life cycle. This audit is post implementation of the final product or result. Analysis of all phases of the project and performance is carried out in an inquisitive and systematic manner. The environment contusive to the effectiveness of this review must be open-minded and non- adversely.

Financial improvements
(then can be delivered back to the organisation in multiple ways.)   In direct cost reduction on subsequent projects. Example being of an improved method or process was initiated from list of recommendations of the audit. This lead to a reduction in the duration of time on the next project, cutting costs but delivering the same result. Direct project performance improvement. To identify mistakes and failings that if not present on the next project will also improve the bottom line figures. An indirect cost benefit would be to highlight improvements in the final product or outcome to the client without additional expenditure being incurred. This is turn would increase the value of the project outcome and possibility secure the organisation future contracts. This would add to the overall financial health of the organisation 

Organisational project maturity and Business Process Improvement
 The benefits of PIPA's are a reflection of organisations project maturity. There are different models of project organisation maturity by PMI and Office of Government Commerce. Both measure how processes are continually assessed, measured and improved in an organisation. What PIPA's give organisations is a way to optimise their processes by re-evaluating them at the end of each project. Reference here is to Project maturity Level 5 Optimising by PM Solutions "Processes to measure effectiveness and efficiency. Processes in place to improve project performance. Management focuses on continuous improvement." EThe business standard for process improvement is Six Sigma tools and techniques. A PIPA should evaluate all facets including both the project techniques and functional business processes. This can then be fed into Six Sigma efforts within an organisation to further improve business process through utilising this data and quantifiable techniques. The initial work on Six Sigma was pioneered by WE Deming who taught that variation on a process should be controlled by statistical techniques. Therefore if a project is fully audited and documented post implementation then data should be present for this statistical analysis. PIPAs are the equivalent application of the Total quality management process for the project management and can translate the project’s goals into larger benefit for the organisation. 

Opportunity Benefits
(Ancillary objectives apart from the expected benefits of an audit may provide other opportunities such as:)  Drive innovation by identifying new technologies that can be used for future projects. This may provide a competitive advantage over competitors.</li> <li>New technologies frequently lead to new work methods and an opportunity to create a safer work environment.</li> <li>Improvement to the work environment will provide other spin offs such as improved morale and increased employee satisfaction which contributes to increased productivity. It will also contribute to reduced workplace accidents leading to saving on insurance rates.</li> </ol>

Procedures to follow to maximise benefit from then audit
<ol> <li>The creation of a continuous loop feedback system driving continuous improvements through learning and an extended body of knowledge.</li> <li>Understand that both failure and success will lead to improved decision making as they are informed decisions. Improved decision making will increase the opportunity for success.</li> <li>Eliminate behavior that contributes to failure. The audit must improve functional value and contribute to overall cost savings opportunities.</li> <li>Lead audit by experienced facilitator or evaluator.</li> <li>Have all sufficient project information available.</li> <li>Do not let the audit fall into the trap of becoming a critique of personnel performance. This may lead to conflict or the members will become defensive and not fully participate thereby limiting the value of the audit.</li> <li>The depth of the post project audit must be relative to the project size and complexity.</li> <li>Audits should be carried as near as feasible to the close of the project.</li> </ol>

Conclusions
The benefit gained from an audit will always be positive regardless of the relative success or not of the project. Even in the unlikely scenario that no real improvements are forthcoming then the organisation has confirmation that the existing methods and processes being implemented in their projects are correct. This knowledge is also of great benefit to the organisation. In summary the output from the audit must be lessons learned that are documented. These must be embedded into the organisation enterprise processes and implemented in future projects. This action will then result in a positive beneficial contribution. The audit on one level is a process to identify opportunities for improvement by analyzing problems. But also a way to learn from successes by verifying that the successes can be attributed to good practice and not just luck and carry these practices forward. Audits are firmly about positive change and is to avoid the trap as Albert Einstein stated “Insanity is doing the same thing over and over again and expecting a different outcome”