Quality Obligations
It is very important to know that ‘obligation’ is a very broad term for every project. It involves its own engineering process (Elicitation, Analysis, Modelling, Specifications, Validations, and Management) to come to a point to be able to deliver the exact solution that we need. Therefore, identifying correct obligations is very vital.
It is our obligation to add value to the solution to take it a step further to meeting our needs. We ensure an effective obligation in a complete and consistent way for all our stakeholers needs.
Each satekholder has a unique role to perform in the building of a solution. Carefully examining the obligations from novel perspectives according to the core components would assist us to find growth opportunities.
Our foundation’s guidelines involve data. We analyse the obligations on the data based on what it is for, how it will be represented, and what relationship it has with other data.
Financial Assurance
Our operational climate offers unprecedented opportunities. We assist stakeholders to take advantage of those opportunities by providing them with three key tools:
- A clear comprehension of our financials.
- A well-defined roadmap for achieving our financial goals.
- Ongoing assessment to assist adjust our roadmap when our needs change
Technical Assurance
The foundation relies on technology and IT facilities, but the trust placed in technology is constantly within risk. Data privacy, cyber-security, cloud implementation and third-party assurance, along with ageing IT infrastructure and applications all pose formalities for continuity.
These new and evolving IT risks are addressed by well-designed and carefully implemented strategies. This is vital to amend concerns in regulations, reputation, finance, and other relevant facilities.
We operate with a project board to comprehend and manage risk in existing IT facilities, as well as assisting to ensure success when developing and adopting new technologies. Our team keep data assets secure and ensure that systems and controls are operating effectively. As technology evolves, we continue to invest in new facilities, skills, and strategies.
We comprehend technology risks and how to effectively manage them, providing re-assurance to stakeholders. We make sure to perform our corporate governance responsibilities.
Our technical assurance facilities include IT internal Audit, Technology Risk Management, Systems Strategies, Supplier Risk Management, Shared Service Assurance and Operational Resilience.
Our team have extensive experience in assuring technology change programmes. We bring methodologies and structures combining years of experience in delivering successful technology change programmes.
Our facilities include Independent Programme Assurance, IT Due Diligence, IT Strategy and Emerging Technology Risk.
We assess cyber security and data privacy risks. Our team can design, test, and implement strategies required for cyber security. Our facilities include Cyber Strategy, Cyber Defence Facilities, Privacy, and Identity and Access Management.
(Project/Programme) Management Assurance
The Foundation’s projects team is responsible for ensuring that this project management assurance is provided in some way within a project. The best and clearest way to comprehend exactly how to apply project management assurance, is to consider it as an audit function.
A project’s board members can decide to delegate their assurance responsibilities, however, they should comprehend that they are still responsible for ensuring that the project is being run smoothly. If a project board member delegates their project management assurance responsibility, they should ensure that good communication occurs between them, and that any actions required are performed by the board members themselves.
It centres on the foundation’s culture, and choosing the right people who can be accepted at providing project management assurance:
Auditing projects is novel to auditing the foundation’s work. Those chosen should comprehend projects and how they work to deliver their results and organisational benefits. They should have an empathy with how projects should be structured and managed.
They should comprehend that the foundation is a flexible and adaptable system that is intended to be tailored according to a project’s size, complexity, importance, and risk.
Project management assurance should have individuals who have an instinct for the common concerns and risk areas within a project an be able to detect root cause issues from the symptoms.
Project management assurance should be performed in the spirit of cooperation, and since this is the responsibility of the project board members to ensure that is performed, this is a key message for those senior managers at project board level.
Project management assurance audit tips
- The correct time to define and agree a project audit is at planning time – both at project and stage levels.
- Ensure when planning the initiation stage, that the initiation stage plan contains activities and resources to define the project management assurance audit areas.
- During the Initiation stage as part of creating the project initiation document (PID) due consideration should be made to such audit areas.
- Our four strategy documents (probability, configuration management, quality and communication) should include aspects of project audit.
- The Project Plan will include project management assurance activities and resources.
- Also consider all these aspects when creating the next Stage Plan for the same reasons
- Like all things, the correct balance should be found while providing the right level of Project Management Assurance.
An important responsibility of project management assurance is to ensure the right people are involved in performing quality checking for example. However, those involved in quality checking should also be chosen for their knowledge, skills, and experience.
When tailoring the foundation to a particular project, the tailoring strategy should also be included in terms of the provision of project management assurance.
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