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IIA Government Auditor Conference San Diego California March 11th 2015 The Secrets of Audit Project Management for Government Auditors STRONGHOLD Kenneth Mory CISA, CIA, CPA, CRM Kenneth CISA,CIA, CIA,CRMA, CRMA,CPA CPA Kenneth J.J. Mory

Mory --CISA, STRONGHOLD Ken is a recognized speaker at professional seminars. He has over 30 years experience in audits, IT, finance, operations, and strategic planning. He has worked in both the public and private sectors. He has extensive experience in IT auditing, governance, project planning, systems development, operations, security and DR/CP. Previously, Ken was the City Auditor for Austin Texas, Chief of Audits for the County of San Diego and the CFO for several companies, including Bellsouth Wireless Data, RAM Mobile Data, TelCel Cellular, SA, and Link Telecommunications. He also worked for BellSouth Corporations General Internal Audits and began his career with Arthur Young & Company, CPAs. Currently he serves on the GAOs Green Book Advisory Committee, IIAs Advisory Committee for the American Center for Government Auditing and IIAs Editorial Advisory Committee, ALGAs Professional Issues Committee and was 2013 Chair of the IIAs Public Sector Committee. Ken has an MS from the University of Pennsylvania and MBA from University of Alabama Birmingham.,

THE SECRETS OF AUDIT PROJECT MANAGEMENT I. INTRODUCTION & OBJECTIVES The Secrets of Audit Project Management for the Public Sector Failing to deliver audit projects on time and on budget is the bane of auditors and audit managers. Late delivery and cost overruns can significantly impact the credibility and value of the audit entity and the auditor. What most auditors fail to clearly understand is that an audit is just a project and that the same skill sets that a good project manager acquires are what is needed for managing an audit. THE SECRETS OF AUDIT PROJECT MANAGEMENT Upon the completion of The Secrets of Audit

Project Management, participants will be able to: Understand the basics of Project Management (PM) Identify the differences and similarities between Public Sector Auditing - Project Management (PSAPM) Understand project planning, scheduling, control, and decision support concepts and methodologies Identify ways to fail and ways to succeed Learn to apply these techniques to improve productivity: improving cost control, resource use, and timelines Understand how to apply using audit-specific real world examples and techniques THE SECRETS OF AUDIT PROJECT MANAGEMENT Three things you would like to get out of this seminar. Three obstacles to your making becoming a skilled audit project

manager THE SECRETS OF AUDIT PROJECT MANAGEMENT II. BASICS OF PROJECT MANAGEMENT THE SECRETS OF AUDIT PROJECT MANAGEMENT The Basics What is a project? Define project management and the project management process Why project management for audits? Expanding project management key competencies Why do projects succeed? Why do they fail? Exercise - Take the test

THE SECRETS OF AUDIT PROJECT MANAGEMENT Exercise 1 Take the Test To do the audit right: I always get all the resources I need I always know the objective (s) of the audit I get all of the work time required I get all of the schedule time required I have the necessary authority In your groups select a presenter and a scribe and answer the following 1.Discuss the why of your answers. 2.How does this affect the success or failure? 3.How would you resolve any challenges identified? THE SECRETS OF AUDIT PROJECT MANAGEMENT

A Comparison Project Management A project is a temporary endeavor undertaken to create a unique product, service or result Program Management has no end and is ongoing and indefinite Priorities Management separation of urgent from the important THE SECRETS OF AUDIT PROJECT MANAGEMENT THE SECRETS OF AUDIT PROJECT MANAGEMENT

Definition of an Audit [IAPPF] it helps an organization accomplish its objectives by bringing a systematic, disciplined approach to evaluate and improve the effectiveness of risk management, control, and governance processes THE SECRETS OF AUDIT PROJECT MANAGEMENT Key Competency Areas 1. Managing Others 2. Focus Areas Focus on communication Motivation Problem solving & Root Cause Analysis

3. Key attributes 4. Major responsibilities 5. Ways to succeed 6. Ways to fail THE SECRETS OF AUDIT PROJECT MANAGEMENT Why do Projects Fail? Procrastinate on issues Politicized Constant rescheduling Focus on administration not real management Micromanage qualified staff

Focus on new instead of needed tools Fail to monitor project THE SECRETS OF AUDIT PROJECT MANAGEMENT Exercise 2 - Why do Projects Succeed? THE SECRETS OF AUDIT PROJECT MANAGEMENT Effective Project/Audit Managers: Use PM effectively Open to being and expecting honesty Flexible in approach Are good time managers Are great communicators Maintain a healthy perspective

Have effective decision making skills. THE SECRETS OF AUDIT PROJECT MANAGEMENT III. MAJOR PROJECT & AUDIT PROCESSES THE SECRETS OF AUDIT PROJECT MANAGEMENT Compare Major Processes in the Life of a Project vs. Life of an Audit Processes of a project compared to audit How is project management relevant to audit? The constraint triangle 9 knowledge areas of project management Identifying problems early in the process

THE SECRETS OF AUDIT PROJECT MANAGEMENT Major processes in the project life cycle 1)Initiating 2)Planning 3)Executing 4)Monitoring and Controlling 5)Closing THE SECRETS OF AUDIT PROJECT MANAGEMENT Major processes in the audit life cycle 1) Identify risk area* 2) Identify stakeholders* 3) Prepare for the audit 4) Preliminary survey

5) Internal control documentation/fieldwork 6) Observations and recommendations 7) Closing 8) Evaluation 9) Follow-up * THE SECRETS OF AUDIT PROJECT MANAGEMENT 1)Identify risk area 2)Identify stakeholders 3)Preparefor theaudit 4)Preliminary survey 5)Internal control documentation fieldw 6) Obsork ervationsand

recommendations 7)Closing 8)Evaluation 9)Followup 4) M an onit d or in Co g nt ro lli ng Entity or sub entities

g g n i n ut ni c n e a l x P E 2) 3)

1) In iti at in g Audit Processes Exercise 3: Compare Audit to Project Steps Worksheet Project Processes g n i os l C 5)

THE SECRETS OF AUDIT PROJECT MANAGEMENT Exercise 2: Drawing parallels 1. Which audit steps are most like the project steps? 2. What gaps exist if any? 3. Does the PS environment impact the steps? Select a presenter and a scribe from your group. THE SECRETS OF AUDIT PROJECT MANAGEMENT Relevance of PM to PSA Identifying the benefits of adopting a PM focus The relationship of planning to control Key factors in PM

Common workflow problems Considering changing risk horizon and vulnerabilities? Realistic time estimates The right mix of resources THE SECRETS OF AUDIT PROJECT MANAGEMENT Project management is like juggling a dozen balls. You'd have to keep your eye on all of them, and know when to catch each one. If you missed just one, this could spoil your whole performance. THE SECRETS OF AUDIT PROJECT MANAGEMENT Av Re ailabl sou e

rce s rk & e Wo d T i m pse Ela Scope he Audit Project Constraint Triangle PROJECT MANAGEMENT STANDARDS Defines Project Management Project Managements 9 Knowledge Areas Integration Scope

Time Cost Quality Resource Communicatio ns Risk THE SECRETS OF AUDIT PROJECT MANAGEMENT Representative Life Cycle of an Audit Project Phase 0 Phase 1 Phase 2 Audit Initiation/ Identify Risks Risk Determination Concept and Controls/ Assessmnent/

of Need/SAP or exploration and Clarify Overall Refine Obejective/ Request need Objective Identify Audit Procedures Milestone 0 Audit Concepts Preliminary Research Study Mgt Approval Milestone 1 Audit Concepts Approach Approval Milestone 2 Approval

Phase3 Phase 4 Phase 5 Fieldwork Message Reporting/ / Develop Approach/ Issue Findings Conduct Messages Additional Fieldwork Milestone3 Fieldwork Management Approval Milestone 4 Major Modification Approval Milestone 4

Approval Major Modification Approval THE SECRETS OF AUDIT PROJECT MANAGEMENT Exercise 4: What does a successful audit look like? (hint: outcomes and quality.) From the PS entities perspective? From the auditors perspective? From the auditees perspective ? Compare the steps in an audit to steps in a project. Select a presenter and a

scribe from your group THE SECRETS OF AUDIT PROJECT MANAGEMENT III. COMPETENCY THE SECRETS OF AUDIT PROJECT MANAGEMENT Key Attributes of an Audit Project Manager 1. Leadership 2. Communication Skills 3. Problem/Risk Analysis 4. Root Cause Analysis 5. Management perspective 6. Professional standards/ operating environment THE SECRETS OF AUDIT PROJECT MANAGEMENT

Manager Gets It why? what is? what is to be? the Gap? where? who? how? when? THE SECRETS OF AUDIT PROJECT MANAGEMENT RCA PROBLEM DEFINITION 01/26/20 32

THE SECRETS OF AUDIT PROJECT MANAGEMENT How do I do that? Creative Knowledgeable Owns it Curious Technically skilled Disciplined Organized

Risk taker THE SECRETS OF AUDIT PROJECT MANAGEMENT THE SECRETS OF AUDIT PROJECT MANAGEMENT Communication Skills 1.Effective written and oral 2.Able to articulate 3.Body language 4.Listening THE SECRETS OF AUDIT PROJECT MANAGEMENT Problem Solving the ability to visualize, understand, articulate and solve both complex and uncomplicated problems and concepts and make logical decisions that are

sensible and based on available information. THE SECRETS OF AUDIT PROJECT MANAGEMENT RCA PROBLEM DEFINITION GUIDELINES systematic approach knowledge of business process part of audit plan does not prevent problem from happening a double loop solution to correct 01/26/20

often more than one root cause approach must have integrity stop talking = listen find cost benefit point 37 THE SECRETS OF AUDIT PROJECT MANAGEMENT RCA & 5 Elements of a Finding Criteria Criteria (What (What shouldbe)

be) should - Condition Condition (Whatis)is) (What = Effect Effect (Risk (Risk oror potential potential impact)

impact) + Recommendation Recommendation (Howtotorealign) realign) (How = Criteria Criteria (What (What should be) should be)

Cause Cause (Whythe thedifference difference (Why exists root cause) exists root cause) Analysis of a Cause Process (Methods, Tools, etc..) Communication (Mgt attitude, etc.)

Criteria (Appropriateness, Skill Level knowledge, clarity, (Hiring, training, staff written, verbal, etc..) fit, etc..) 01/26/20 Evidence Cause Qualitative & Effect Vs. Quantitative

38 THE SECRETS OF AUDIT PROJECT MANAGEMENT Management Perspective Conceptualize: See the Big Picture Provide Insight and translate to key details Who cares? Know overall priorities for Stakeholders Ability to focus on key problem(s) Understand tipping points [That is: foresee, analyze, focus, externalize, grasp, visualize, etc..] THE SECRETS OF AUDIT PROJECT MANAGEMENT COURSE OUTLINE (Contd):

IV. Improving Audit Productivity VII. Resources Your audit plan and horizon risk issues THE SECRETS OF AUDIT PROJECT MANAGEMENT Analysis of Costs & Influence Project PMP Accepted Archived Charter Deliverables Audit Project Management Outputs Documents

THE SECRETS OF AUDIT PROJECT MANAGEMENT COURSE How to Improve Productivity? Defining the audit project Identifying changing risk horizons and vulnerabilities Optimizing planning Developing a work breakdown structure Developing early warning systems Optimizing fieldwork effort Effective & timely reports VII. Resources Your audit plan and horizon risk issues THE SECRETS OF AUDIT PROJECT MANAGEMENT

An Audit Project Process Flowchart THE SECRETS OF AUDIT PROJECT MANAGEMENT PS Risk Assessment Identifying Problems Early in Process THE SECRETS OF AUDIT PROJECT MANAGEMENT Optimizing Planning Memo Environmental scan (360o Plus) Critical information (i.e., criteria) Key resources (staff, SME, other) Audit program Audit Staff

Budget/schedule Buy in & approval THE SECRETS OF AUDIT PROJECT MANAGEMENT Optimizing Planning Questions What audit needs to be done? (type, scope, criteria, real project) Why risk requires it be done? How should we conduct it? What the critical path or sequence ? Where does the audit need to be conducted? Who should do the work? (staff/sme/other) How do we measure progress?

THE SECRETS OF AUDIT PROJECT MANAGEMENT WBS as Task List Task # Description Duration Predecessors 1 2 3 4 5 6 7 8 9 10 11 12 13 14

15 THE SECRETS OF AUDIT PROJECT MANAGEMENT Work Breakdown Structure - WBS Audit Project Major Task Major Task Sub Task Sub Task Level 2 Level 2 Sub Task Level 2

Level 2 Sub Task Level 2 THE SECRETS OF AUDIT PROJECT MANAGEMENT Timeline DATE MILESTONE POSITION 1/23/2012 Project Start

2/24/2012 DATE MILESTONE POSITION 25 6/15/2012 Milestone 6 -15 Milestone 1

10 6/30/2012 Milestone 7 15 2/24/2012 Milestone 2 -10 7/15/2012 Milestone 8 -20

3/1/2012 Milestone 3 15 7/30/2012 Milestone 9 20 3/15/2012 Milestone 4 -15

10/23/2012 Milestone 10 -15 5/15/2012 Milestone 5 15 12/31/2012 Project End 15 Examples of

Project Management Software ManagePro THE SECRETS OF AUDIT PROJECT MANAGEMENT COURSE OUTLINE (Contd): 5 Guidelines for Estimates 1. Ownership (buy in) 2. Level of detail (accuracy) 3. Distribution 4. Staff productivity 5. Time/cost/scope tradeoffs THE SECRETS OF AUDIT PROJECT MANAGEMENT COURSE OUTLINE (Contd): Guidelines for Estimates Distribution

Dont politicize Be honest Clear requirements first Probable - not best or worse case THE SECRETS OF AUDIT PROJECT MANAGEMENT OURSE OUTLINE (Contd): Again Dont politicize, Be honest, Probable - not best or worse case The Worstest Case Dont Over Do It Examples of Project Management Software

THE SECRETS OF AUDIT PROJECT MANAGEMENT Dont UNDER Do It VII. Resources Your audit plan and horizon risk issues THE SECRETS OF AUDIT PROJECT MANAGEMENT COURSE OUTLINE (Contd): Guidelines for Estimates Productivity Competency Buy in Number of activities or tasks Interruptions Errors Administrative & personal time

COURSE OUTLINE (Contd): THE SECRETS OF AUDIT PROJECT MANAGEMENT Guidelines for Estimates Trade-offs: Adding staff can be counterproductive Multiple assignments lead to increasing drops in productivity THE SECRETS OF AUDIT PROJECT MANAGEMENT V. Project Controls

VII. Resources Your audit plan and horizon risk issues Examples of Project Management Software ManagePro THE SECRETS OF AUDIT PROJECT MANAGEMENT UNDERSTANDING PROJECT CONTROL? What is it? Course correction Controlling what? Elements of good control Needed information

Actual vs plan work (GANTT Chart) Efficiency VII. Resources Your audit plan and horizon risk issues THE SECRETS OF AUDIT PROJECT MANAGEMENT WHAT IS PROJECT CONTROL? A project management function that involves comparing actual performance with planned performance and taking appropriate corrective action (or directing others to take this action) that will yield the desired outcome in the project when significant differences exist. THE SECRETS OF AUDIT PROJECT MANAGEMENT Course Correction Are you where your suppose to be? What can affect you in the future? Will you end up where you are

suppose to? Focus is to minimize navigational error! VII. Resources Your audit plan and horizon risk issues THE SECRETS OF AUDIT PROJECT MANAGEMENT Project Initiation Document PID Item Checklist Section 1: What istheaudit project all about? Title Background Purpose, objectives& measurements Scope, constraints& exclusions Deliverables Milestones

Section 2: Why should theaudit project becompleted? Businesscase(benefits, options, cost, time) Risk Analysis( Identification, prevention, management, Monitoring) Section 3: Who will work on theaudit project? Roles& responsibilities(sponsor, manager, team) Audit organizationcharter and structure Section 4: Howand when will theaudit project bedelivered? Initial project plan) Assignments& milestones Schedule(i.e. Gantt Chart) Personell Requirements Project Control Quality THE SECRETS OF AUDIT PROJECT MANAGEMENT Controlling what?

Consumption of resources Schedule Work effort Other Deliverables Requirements Quality THE SECRETS OF AUDIT PROJECT MANAGEMENT Elements of good audit project control Measurement baseline Processes and procedure for gathering data Good data Ability to analyze past, current and future !

VII. Resources Your audit plan and horizon risk issues THE SECRETS OF AUDIT PROJECT MANAGEMENT Data needed for scheduling Scheduled start & finish dates Actual start & finish dates Dates of activities underway: Anticipated start Actual start Originally scheduled completion Estimated completion Description of progress VII. Resources Your audit plan and horizon risk issues THE SECRETS OF AUDIT PROJECT MANAGEMENT

What is good data? Relevant Reliable Accurate Useful & understandable Timely Sufficient Appropriate Appropriately reported

Exercise 5: Dearly Departed : The audit was planned by an auditor who had 20 years experience in auditing with over 15 as an Auditor in charge. He had initiated and completed the audit plan for contract compliance with respect to federal grants. This included the planned methods and procedures necessary to conduct the fieldwork. With very short notice he retired from the entity and was not forth coming in transferring his knowledge and also to sign off on work he had completed. He indicated he was not comfortable in signing off on his work. The new auditor in charge had been with the audit entity for less than 3 months. She accepted the work performed by the exiting AIC without verifying its appropriateness and sufficiency of the documentation received but did do a cursory review. The audit director had prepared an aggressive audit plan that required the staff to finish projects on budget in order to meet productivity goals. The new AIC and her manager decided to rely on the work already performed and complete the audit. At the end of field work the AIC presented the preliminary draft report to the auditee. The auditee became agitated stating that the conclusions reached were just not true. When addressing the auditees concerns the auditors determined that there was incomplete and missing documentation in the planning phase which led to

erroneous findings and conclusions. The rework of the audit caused its conclusions and reporting to be delayed and caused the credibility of the auditors office to be significantly damaged with the auditees. Get together in your group to answer the following questions. Select a scribe and presenter. 1.Why did this happen? 2.What could the AIC have done to prevent ? 3.What could the Manager have done to prevent it THE SECRETS OF AUDIT PROJECT MANAGEMENT COURSE OUTLINE (Contd): VI. Critical Path Analysis & Gantt Charts VII. Resources Your audit plan and horizon risk issues Multiple activities often feed into other activities.

Gantt Charts: Some Key Points Critical Analysis is an effective and powerful method Path of assessing: What tasks must be carried out? Where can parallel activity can be performed?

The shortest time in which you can complete a project Resources needed to execute a project The sequence of activities, scheduling and timings Task priorities The most efficient way of shortening time on urgent projects Gantt Charts: Some Key Points Gantt charts are also useful for monitoring a project's progress once it's

underway. See what by should have been achieved a certain date You can take action. Gantt Charts: Some Key Points AUDIT THE SECRETS OF AUDIT PROJECT MANAGEMENT Simple PERT Chart Program

ProgramEvaluation EvaluationReview ReviewTechnique Technique(PERT) (PERT)chart chartfor for aaproject projectwith withfive fivemilestones milestones(10 (10through through50) 50)and andsix six activities activities(A

(Athrough throughF). F).The Theproject projecthas hastwo twocritical critical paths: paths:activities activitiesBBand andC, C,ororA, A,D, D,and andFFgiving givingaa minimum minimumproject

projecttime timeofof77months monthswith withfast fasttracking. tracking. Activity ActivityEEisissub-critical, sub-critical,and andhas hasaafloat floatofof11month. month. Project Network Map (Critical Path) A network map of a project, tracing the work from a departure point to the final completion objective. An activity is

represented by a line or arrow. This line or arrow connects two events. Each event is a THE SECRETS OF AUDIT PROJECT MANAGEMENT Gantt Charts In Gantt charts, there are three main relationships between sequential tasks: Finish to Start (FS) FS tasks can't start before a previous (and later.related) task is finished. However, they can start Start to Start (SS) SS tasks can't start until a preceding task starts. However, they can start later. Finish to Finish (FF) FF tasks can't end before a

preceding task ends. However, they can end later . A fourth type, Start to Finish (SF), is very rare. THE SECRETS OF AUDIT PROJECT MANAGEMENT Gantt Chart Task List Dependent on... Task Length Type* A. High level analysis B. Selection of server hosting C. Configuration of server

D. Detailed analysis of core modules 1 week 1 day 2 weeks S S S 2 weeks S, P to B, C A E. Detailed analysis of supporting 2 weeks modules F. Development of core modules

3 weeks G. Development of supporting 3 weeks modules H. Quality assurance of core modules 1 week I. Quality assurance of supporting 1 week modules J. Initial client internal training 1 day K. Development and QA of 1 week accounting reporting * P: Parallel, S: Sequential * P: Parallel,

S: Sequenti L. Development and QA of al A B S, P to F D S, P to E D S, P to H, J E S, P to G

F S G S, P to G C,H S E THE SECRETS OF AUDIT PROJECT MANAGEMENT PSA GANTT Task List PLAN

PLAN Audit 2Plan the Audit (review available information for a high level risk assessment) 0 1 1 2 1 2 1 3 100%

100% 0 3Kick 2 1 1 6 7 9 4 5 100%

80% 1,2 1,2,3 risks/control information 6End of Planning Meeting 7Perform Fieldwork 8Develop/Verify Findings 9Message Meeting with Report Outline 10Any additional FW/Message Adjustment 7 7 8 13 3 0

2 3 5 4 16 0 0 0 0 0 0 0 0 0 0 0 0

0 0% 0% 0% 0% 0% 0% 4 11Write 19 6 7 20 20

1 17 17 5 7 0 0 0 0 0 0 0 0 0 0 0 0

0% 0% 0% 0% 0% 0% ACTIVITY 1Select Off/Engagement 4Detailed Planning (performing planning tasks to identify risks/controls) 5Document Draft Report, Brief, PPT 12Exit Conference

13Mocks 14Final Report, Brief, PPT 15AFC 16Close-out ACTUAL ACTUAL PERCEN T STAR DURATION START DURATIO COMPLE PREDECESSORS T N TE 1 4,5 5,6 7 2,4,6,8 all

9,10 4,5,8,9,11 4,5,8,9,11 11,12,13 4,5,8,9,11,13 all THE SECRETS OF AUDIT PROJECT MANAGEMENT Simple Gantt Charts show the relationship between the tasks. Tasks will to be completed before starting the next one, and others can't end until preceding ones have ended. For example, if you're

doing an audit, you need to finish the plan before you can complete field work. "harmonogram" Exercise 6: Critical Path The audit was requested by governmental entitys police department and planned by a manager who had been with the audit entity for 1month. He had initiated and completed the audit plan for the audit. He designed a survey and identified police organizations to be surveyed to obtain information to determine the appropriate benchmark criteria. The survey was issued and follow up, telephone calls were placed. The response was minimal and was not sufficient to establish a criteria. They continued to pursue the information for over 3 months before discussing it with the CAE. They were instructed to cease and desist their activities. The CAE was concerned that there had been no communication concerning the lack of cooperation, especially since the audit could not go forward even though the field work on the condition was almost complete. On his instruction they were directed to find a different criteria to use. They found the strategic planning steps promulgated by the Government Finance Officers Association (GFOA criteria). They used these 15 steps as criteria which resulted in findings based on initial discussion with audited

staff. It appeared that most of the steps were not being followed. At the exit conference the auditee was upset over the findings especially since they had not been informed of the auditors decision to use the GFOAs criteria. They were also upset that the audit had taken so long in fact it had a birthday. They stated that almost all of the criteria had been met. Upon auditor rework the auditors were able to determine, based on documentation provided, that in fact most of the criteria had been generally met. As a result of these issues, the audit office was over 8 months late in issuing the report, went over work time budget by 50%, lost cooperation of the police department, and significantly affected its credibility. Get together in your group to answer the following questions. Select a scribe and presenter. 1.Why did this happen? 2.What could the AIC have done to prevent ? 3.What could the Manager have done to prevent it THE SECRETS OF AUDIT PROJECT MANAGEMENT VIII. MORE TOOLS AND TECHNIQUES THE SECRETS OF AUDIT PROJECT MANAGEMENT COURSE OUTLINE (Contd):

More Tools & Techniques Planning Tools by Steps Six Thinking Hats Project Charter PID VII. Resources THE SECRETS OF AUDIT PROJECT MANAGEMENT Planning Tools by Steps THE SECRETS OF AUDIT PROJECT MANAGEMENT More Common Mistakes Failure: Optimistic Assign the right timelines persons Be flexible

To obtain buy-in To manage change Too many audits Not micromanage To communicate Expect system to To define scope fix issues To manage changeHave metric to Not micromanage define success THE SECRETS OF AUDIT PROJECT MANAGEMENT More Common Mistakes Failure: Optimistic Assign the right timelines persons

Be flexible To obtain buy-in To manage change Too many audits Not micromanage To communicate Expect system to To define scope fix issues To manage changeHave metric to Not micromanage define success THE SECRETS OF AUDIT PROJECT MANAGEMENT 6 THINKING HATS THE SECRETS OF AUDIT PROJECT MANAGEMENT The Six Thinking Hats.

THE SECRETS OF AUDIT PROJECT MANAGEMENT The Six Thinking Hats Benefits (contd) Maximize productive collaboration and minimize counterproductive interaction/behavior Consider issues, problems, decisions, and opportunities systematically Use Parallel Thinking as a group or team to generate more, better ideas and solutions Make meetings much shorter and more productive Reduce conflict among team members or meeting participants Stimulate innovation by generating more and better ideas quickly

THE SECRETS OF AUDIT PROJECT MANAGEMENT The Six Thinking Hats Benefits Create dynamic, results oriented meetings people want to participate Go beyond the obvious to discover effective alternate solutions Spot opportunities where others see only problems Think clearly and objectively View problems from new and unusual angles Make thorough evaluations See all sides of a situation Keep egos and "turf protection" in check Achieve significant and meaningful results in a less time THE SECRETS OF AUDIT PROJECT MANAGEMENT Exercise 7: The Six Thinking Hats

Maximize collaboration Consider issues Use Parallel Thinking Make meetings Reduce conflict Stimulate innovation Create dynamic people Go beyond the obvious Spot opportunities where Think clearly and objectively View problems Make thorough evaluations See all sides Keep egos in check Achieve results in a less time Meet with your group and match the attributes to the Hat. Be prepared to present and discuss. Select a scribe and presenter. THE SECRETS OF AUDIT PROJECT MANAGEMENT

The Six Thinking Hats Benefits Maximize productive collaboration and minimize counterproductive interaction/behavior Consider issues, problems, decisions, and opportunities systematically Use Parallel Thinking as a group or team to generate more, better ideas and solutions Make meetings much shorter and more productive Reduce conflict among team members or meeting participants Stimulate innovation by generating more and better ideas quickly Instructor

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