OG - Audit Report - Part 2 - Group No. 9

Humber College, Faculty of Applied Sciences and Technology - Project Management Graduate Program
PMPG 5503 Capstone Research Project
Audit Report: Part 2

Project Name:
Group Member Names:

Group Number:
Submission Date:
Page 0
1. Executive Summary
I. Objectives of this report - SAIF
The various objectives of this report could be noted as below,
1. Evaluate the project management processes used by the Sponsor's company and compare
them to the PMBOK standards, identifying any areas of non-compliance or potential
improvement.
2. Provide recommendations for how the Sponsor's company can improve their project
management processes to better align with PMBOK standards, including specific actions or
best practices to implement.
3. Assess the effectiveness of the risk management strategies used by the Sponsor's company
and make recommendations for how they can be strengthened or improved to reduce project
risk and enhance project success.
4. Analyze the budget management practices of the Sponsor's company and recommend ways to
improve cost control and budget performance, including best practices for estimating,
budgeting, and tracking project costs.
5. Evaluate the overall project outcomes and deliverables achieved by the Sponsor's company,
assessing the extent to which they met project goals and objectives, and identifying any areas
for improvement in project planning, execution, or monitoring and control.
6. Provide a comprehensive report on the project management practices and outcomes of the
Sponsor's company, including an overview of project scope, timeline, budget, risks, and
stakeholder engagement, as well as a summary of key successes and challenges faced during
the project lifecycle.
II. Purpose of Sponsor Project - DAVE
III. Audit Approach Results & Lessons Learned - DAVE

Our audit was conducted through virtual meetings with the sponsor. We initially thought that we
can have an in-person meeting with the sponsor even just for once but our availability and location
just made it difficult to set. We learned from this project that there are PM organizations that don’t
do things by the book. There are certain knowledges gained from previous projects that are not
documented, so it’s important for the project manager to keep an open and continuous channel of
communication with stakeholders.
IV. Key Findings - AJAX

• The project follows the PMBOK standard, but there are gaps in certain processes of the
knowledge areas which if addressed in a practical manner would result in better Project
Management and project success.
• Communication and collaboration between project team members are effective and regular.
• Contractors and suppliers' lead times should be considered and regularly reviewed to update
the project schedule in advance.
• Risk analysis and cost estimate updates throughout the project life cycle are important.
• Implementation of a PMIS can improve project management processes and increase
transparency.
• Using a strategic framework like PESTLE or TECOP can help identify specific project risks.
• Data gathering, Data analysis and representation tools can improve overall project
management.
Page 1
V. Key Recommendations
• The need for a repository of lessons learned to reduce email exchanges and interruptions in
project execution.
• Gaps in the Collect Requirements process may not be relevant in a construction setting, while
gaps in the Define Scope process may be due to the responsibility of the design team.
• The importance of asking contractors and suppliers about their lead time for delivering tasks
and materials, to update the project schedule accordingly and mitigate delays.
• The need for a comprehensive risk analysis during planning of cost management, regular review
and update of cost estimates, and use of earned value management techniques to monitor
project progress and performance.
• The potential benefits of implementing a Project Management Information System (PMIS) to
improve project documentation, communication, and collaboration.
• The importance of creating a list of industry-specific risks based on strategic frameworks, such
as PESTLE or TECOP, and regularly updating the prompt lists.
• The potential benefits of using data analysis and data representation tools and techniques in
stakeholder management.
Page 2
2. Sponsor Reaction & Approval – to be requested from Mr. Kwame

REACTION: Your sponsor must critically review your Final Audit Report, provide you with thoughtful
and detailed feedback regarding the work and participation of ALL team members, and formally
approve the document. You must conduct a meeting to present and review ALL PARTS of your report
with him/her. After reviewing it with him/her, ask your sponsor to provide you with one page of
feedback that includes a paragraph of content for each of the following topics:
o their overall experience as a Capstone Sponsor,
o their opinion of your findings
o whether they intend to implement any of your recommendations,
o their observations about the project management practice demonstrated by your team, and
o one paragraph of constructive feedback for EACH member of your team.
APPROVAL: To approve your final report, your sponsor must email your professor directly (with
a copy to BOTH student team members) with the following information:
o Written confirmation that they have reviewed and approved BOTH part of your Final Audit
Report
o A copy of the one-page feedback they provided to you for your Final Report
o A copy of the Final Audit Report document which they reviewed and approved.
Page 3
3. Audit Results
1.1 Project Integration Management
Sponsor`s Practice
• For the Develop Project Charter, none was done because the authorization is given by the VP of Construction.
• For the Develop Project Management Plan, our sponsor has reviewed the plans and specifications and drafted a preliminary
schedule which he sent to the appropriate stakeholders for comments. He made adjustments based on stakeholders’
comments and released a final copy of the schedule.
• For the Direct and Manage Project Work, our sponsor encouraged the site managers to create a 3-week look ahead
schedule that is being updated weekly and based on the overall project schedule. Also, he only needs approval from the VP
of Construction on changes that involve cost. He also distributes daily superintendent reports and monthly project schedule
to the stakeholders.
• For the Manage Project Work, our sponsor has to send the project plans and schedule to the VP of Construction for
comments because lessons learned in their previous projects are never documented. There are situations where the VP of
Construction will suddenly bring out something in the middle of the execution that will hamper the work. So, our sponsor
will let him know early of the execution details so the VP of Construction can give his comments ahead.
• For the Monitor and Control Project Work, our sponsor tracked the overall progress by conducting weekly project and site
manager meetings, releasing daily project reports, and weekly updating of the 3-week look ahead schedule.
• For the Perform Integrated Change Control, our sponsor required the approval of the VP of Construction for the change
requests. Change requests are generated from internal stakeholders.
• For the Close Project or Phase, our sponsor finalized the activities based on approved plans and specifications.
Findings
Process Areas of Compliance Gaps Quantitative
(ALL evaluation criteria met) (Evaluation criteria unmet) Result
1. Develop Project Expert judgment, Data gathering, Interpersonal
None 0%
Charter and team skills, Meetings
2. Develop Project Expert judgment, Data gathering, Interpersonal
None 100%
Management Plan and team skills, Meetings
3. Direct and Manage Expert judgment, Meetings, Project
None 100%
Project Work management information system
4. Manage Project Expert judgment, Knowledge management, Information
75%
Knowledge Interpersonal and team skills management
5. Monitor and
Control Project Expert judgment, Decision making, Meetings Data analysis 75%
Work
6. Perform Integrated Expert judgment, Change control tools,
Data analysis 80%
Change Control Decision making, Meetings
7. Close Project or
Expert judgment, Meetings Data analysis 66.67%
Phase
Knowledge Area Quantitative Result

The compliance level is 70.95%.
Recommendations
We recommended creating a repository of lessons learned from previous projects so it can be easily accessible as
a reference for future projects which will lessen email exchanges and sudden interruption in project execution.
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1.2 Project Scope Management

Sponsor`s Practice
● For the Plan Scope Management, our sponsor documented the control of the project scope through his weekly meeting
with the site manager. The scope of the project was already defined based on the approved plans and specifications that
were handed out to him at the start of the project.
● For the Collect Requirements, the sponsor has managed the stakeholder needs and requirements by furnishing them a
copy of his email so they will get informed about the project schedule and give their comment immediately if they have
any. In this way, the stakeholder won’t require changes at an inappropriate time in the project management cycle that
can disrupt the planned schedule.
● For the Define Scope, our sponsor did not have to do this because the scope definition was already developed by the
internal stakeholders in conjunction with the design team.
● For the Create WBS, our sponsor broke down the project deliverables by creating the WBS based on the activities that
need to be completed and the trades responsible for its completion. From the WBS, he creates on a weekly basis a 3-week
look ahead schedule to plan the activities in the next three (3) weeks.
● For the Validate Scope, our sponsor did the acceptance procedures with Metrus inspectors, consultants, and building
municipality authorities to check for any deficiencies. If no deficiencies were found, Metrus is granted occupancy by the
municipality authorities and a sign-off was given by the consultants.
● For the Control Scope, our sponsor monitored the status of the project scope through the weekly meeting between the
project and the site manager, and by creating and checking the weekly 3-week look ahead schedule.
Findings
(ALL evaluation criteria met) (evaluation criteria unmet) Result
1. Plan Scope
Expert judgment, Data Analysis, Meetings None 100%
Management
2. Collect Expert judgment, Data Gathering, Data Analysis, Data Representation, Context
62.5%
Requirements Decision Making, Interpersonal and Team Skills Diagram, Prototypes
Expert judgment, Data Analysis, Decision Expert judgment, Data Analysis,
3. Define Scope Making, Interpersonal and Team Skills, Product Decision Making, Interpersonal and 0%
Analysis Team Skills, Product Analysis
4. Create WBS Expert judgment, Decomposition None 100%
5. Validate Scope Inspection, Decision Making None 100%
6. Control Scope Data Analysis None 100%

Recommendations
We have no further recommendation because the sponsor has an effective and regular communication and
collaboration between project team members. We see the gaps in Collect Requirements process to be not
relevant in a construction setting, and the gaps in Define Scope is understandable because it’s under the
responsibility of the design team.
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1.3 Project Schedule Management

Sponsor`s Practice
● For the Plan Schedule Management, our sponsor has established the procedures and documentation for all the processes
of the project schedule by conducting weekly project and site manager meetings, and creating the 3-week look ahead
schedule.
● For the Define Activities, our sponsor did the same with how he does the plan schedule management which is by
conducting weekly project and site manager meetings, and creating the 3-week look ahead schedule.
● For the Sequence Activities, our sponsor identified the actions to be performed through the overall project schedule and
3-week look ahead schedule. The project schedule links all the relationship between all the activities.
● For the Estimate Activity Durations, our sponsor estimated the duration by requesting information from the people doing
the work. This was done by sending the project schedule to these people and asking for their input. Sometimes, our
sponsors make phone calls to ask for information.
● For the Develop Schedule, our sponsor analyzed the schedule through the WBS which provides the sequence of activities.
Also, our sponsor did not have to shorten the scheduled duration of an activity because they did not have any firm
commitments from tenants at the time of construction.
● For the Control Schedule, our sponsor tracked the status of the project by conducting a weekly project and site manager
meetings, and 3-week look ahead schedule.
Findings
1. Plan Schedule
Expert judgment, Meetings Data analysis 66.67%
Management
Expert judgment, Decomposition, Rolling wave planning,
2. Define Activities None 100%
Meetings
Precedence diagramming method, Dependency
3. Sequence
determination and integration, Leads and lags, Project None 100%
Activities
management information system
Parametric estimating,
4. Estimate Activity Expert judgment, Analogous estimating, Decision making, Three-point estimating,
50%
Durations Meetings Bottom-up estimating,
Data analysis
Schedule Network Analysis, Critical Path Method, Data analysis, Schedule
5. Develop
Resource optimization, Leads and Lags, Project Compression, Agile 62.50%
Schedule
management information system release planning
Data analysis, Critical path method, Project management
6. Control
information system, Resource optimization, Leads and Schedule compression 83.33%
Schedule
lags

Recommendations
We recommend asking the contractors and suppliers about their updated and true lead time for delivering tasks and
materials in consideration of the risks that they could face in executing the job/orders so the project schedule will be
updated accordingly in advance instead of mitigating delays when the schedule is already tight.
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1.4 Project Cost Management

Sponsor`s Practice
• For the plan cost management process, to start with, the sponsor used the tendering process to initiate the project,
Project manager mentions that the budget was pre-determined by the VP of the construction which had to be followed
throughout with set contingency plans in place.
• For the estimated cost process, the sponsor initiated a tender process for several materials and services to know the
estimated cost through various channels. The sponsor calculated an approximate value of all information collected via
this process to estimate the cost.
• For the determined budget process, the sponsor matches the predetermined budget set by the VP of the construction
and matches with the baseline set by the sponsor by estimating through tendering. The gaps in cost are communicated
to the VP and the stakeholders to make changes.
• For the control cost process, the sponsor used project schedule as a benchmark to measure the project's budget
performance. The project schedule had timeline of activities that were to be completed within specific time frames, and
it was created during the project planning phase. By comparing the actual costs incurred during the project to the project
schedule, the sponsor determined whether the project is on track financially or whether it is over or under budget. The
sponsor compared the planned spending to the actual spending at different stages of the project to ensure that the
project's costs are under control.
Findings
Areas of Compliance Gaps Quantitative
Process
1. Plan Cost
Expert judgment, Data analysis, Meetings none 100%
Management
Analogous estimating,
Parametric estimating,
Expert judgment, Analogous estimating, Parametric
Bottom-up estimating,
estimating, Bottom-up estimating, Three-point
2. Estimate Costs Three-point estimating, 25%
estimating, Data analysis, Project management
Data analysis, Project
information system, Decision making
management information
system
Expert judgment, Cost aggregation, Data analysis, Cost aggregation,
3. Determine
Historical information review, Funding limit Historical information 66.67%
Budget
reconciliation, Financing review,
To-complete
Expert judgment, Data analysis, To-complete
performance index,
4. Control Costs performance index, Project management 50%
Project management
information system
information system

Recommendations
We recommend that the sponsor must consider conducting a comprehensive risk analysis during the planning of cost
management to identify potential risks and contingencies that may impact project costs. They should regularly review and
update their cost estimates throughout the project life cycle to account for any changes in scope or unforeseen expenses.
It is also recommended to use earned value management (EVM) techniques to monitor the project's progress and
performance.
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1.5 Project Quality Management

Sponsor`s Practice
● For the plan quality management process, the sponsor knew the industry standards and took them under consideration
for quality management. The project manager conducted meetings with stakeholders and benchmarked according to the
standards followed in the industry having cost/quality factors in mind.
● For the manage quality process, the sponsor mentioned that the quality checks were regularly conducted by the site team
and also by the project management team for the work done. The sponsor also conducted audits and physical checks to
confirm on a regular basis.
● For the control quality process, the sponsor conducted a weekly walk through of the reports and checklist made by the
consultant. Daily report was created by the site supervisor which were reported to the project manager. The sponsor also
mentioned that weekly site visits were conducted to confirm the reports and resolve any issues with onsite teams.
Findings
Expert judgment, Data gathering, Data analysis,
1. Plan Quality Decision making, Data representation, Test and none 100%
Management inspection planning, Meetings
Data gathering, Data analysis, Decision making,

2. Manage Quality Data representation, Audits, Design for X, none 100%
Problem solving, Quality improvement methods
Data gathering, Data analysis, Inspection,
3. Control Quality Testing/product evaluations, Data representation, none 100%
Meetings

The compliance level is 100%
Recommendations
We have no recommendation for the Project Quality Management as all the processes follows the tools and
techniques within the PMBOK standard.
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1.6 Project Resource Management

Sponsor`s Practice
● For the plan resource management process, the project manager conducts meetings and communicates with the
contractors who take care of the site requirements. The contractors are responsible to plan project resources according
to the site needs.
● For the estimate activity resources, the sponsor has subcontracted the activity.
● For the acquire resources process, the sponsor has subcontracted the work.
● For the develop team process, the sponsor conducted weekly site team meetings to check for project team performance
and formal directions were communicated to the sub trades.
● For the manage team process, the sponsor conducted weekly meetings with the site management team and ensured no
issues were left behind.
● For the control resources process, the sponsor used communication channels like email, phone calls, to the site
management to ensure and resolve schedule creep, resource mobilization delays for the site. These were documented by
the project manager and resolved to control further delays.
Findings
1. Plan Resource Expert judgment, Data representation,
None 100%
Management Organizational theory, Meetings
Expert judgment, Bottom-up estimating, Expert judgment,
2. Estimate Analogous estimating, Parametric Bottom-up estimating, Analogous
Activity estimating, Data analysis, Project estimating, Parametric estimating, 14.29%
Resources management information system, Data analysis, Project management
Meetings information system,
Decision making, Interpersonal and
3. Acquire Decision making, Interpersonal and team
team skills, Pre-assignment, Virtual 0%
Resources skills, Pre-assignment, Virtual teams
teams
Colocation, Virtual teams, Communication Colocation, Virtual teams,
technology, Interpersonal and team skills, Communication technology,
4. Develop Team Recognition and rewards, Training, Interpersonal and team skills, 12.5%
Individual and team assessments, Recognition and rewards, Training,
Meetings Individual and team assessments
Interpersonal and team skills,
Interpersonal and team skills, Project
5. Manage Team Project management information 0%
system
Data analysis, Problem solving,
Data analysis, Problem solving,
6. Control Interpersonal and team skills,
Interpersonal and team skills, Project 0%
Resources Project management information
system

The compliance level is 21.13%
Recommendations
Since the activity performed on site was outsourced to contractors, all the scope of maintaining resource management
were taken care of by the sub-contractors. Sponsor conducted regular meetings with the contractor to make sure the
schedule is on time, hence there are no further recommendations.
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1.7 Project Communications Management

Sponsor`s Practice
• For the Plan Communications management process, the sponsor employs a structured approach to communication
management. The sponsor begins by identifying stakeholders and performing a stakeholder analysis, which helps to
determine the communication requirements for the project. The then creates a RACI chart, which is used to dictate the
communication protocol and ensure that the right information is distributed to the appropriate individuals involved in the
project.
• For the Manage Communications process, the project requirements are set by Metrus, and the project manager has
knowledge of all the requirements that are set and are expected to be met by all the subcontractors. The requirements
are communicated to each subcontractor through their scope of work, ensuring that the process of information
distribution meets the requirements of those involved in the project.
• For the Monitor Communications process, the sponsor uses a combination of tools and techniques, such as stakeholder
analysis, RACI charts, and subcontractor scope of work, to ensure that the communication process is efficient and effective
throughout the project. And on each instance the communication that is being made to the vendors subcontractors or
the higher officials of Metrus are recorded in the form of email and a proper channel of follow-up is done though the
same network until the communicated message is transferred and acknowledged.
Findings
Process
Expert judgment, Communication requirements
1. Plan analysis, Communication technology,
Communications Communication models, Communication methods, None 100%
Management Interpersonal and team skills, Data representation,
Meetings
Communication technology, Communication
2. Manage methods, Communication skills, Project management Project management
85.71%
Communications information system, Project reporting, Interpersonal information system
and team skills, Meetings
Expert judgment, Project management information
3. Monitor Project management
system, Data representation, Interpersonal and team 80%
Communications information system
skills, Meetings

Recommendations
We recommend that the project management team consider implementing a PMIS. A PMIS can provide a
centralized platform for project documentation, communication, and collaboration, which can help ensure that
project information is accurate, complete, and readily available. PMIS can help improve project management
processes, increase transparency, and reduce the risk of errors and omissions.
Page 10
1.8 Project Risk Management
Sponsor`s Practice
• For the Plan Risk management process, the sponsor goes though risks are mainly during the tender phase of the project, where the scope of
work is defined. Metrus Construction Ltd. ensures that the scope of work is well-defined to minimize the chances of cost/budget creep. In
addition.
• For the Identify Risk management, the Sponsor/Project Manager reads all the available project documents to put the project scope together
properly. The risks are assessed based on the scope of work defined during the tender phase. Metrus Construction Ltd. relies on their project
manager’s expertise and experience to identify potential risks based on the project scope and requirements.
• For the Perform Qualitative Risk Analysis process, the identified risks are assessed and prioritized based on the probability of occurring and
potential impact. The major risks considered were Cost creep which is due to poor scope definition and schedule creep which would be a
result of poor communication with subtrades as to when they are need onsite or if the subtrades don’t present themselves on the scheduled
date and time.
• For the Quantitative risk analysis process, since the project was a tenant driven project the scope of the project was clearly laid out in the
in the lease agreement. The sponsor analysed the potential risks and the extent of impact due to those risks. The impact was gauged on the
basis the impact on cost and or impact on schedule for the defined scope.
• For the Plan risk responses process, the sponsor used a collaborative approach to identify and address potential challenges and uncertainties
in the project. They held meetings with the site team to identify any buildability issues which are any design features or any obstruction
during the actual construction process. that could impact the project. Then, sponsor coordinated meetings with the design team to discuss
potential solutions to these issues. In some cases, sponsor suggested solutions to the design team, which were to be implemented upon
design team’s approval.
• For the Implement Risk responses process, the sponsor collaborated with the subject matter experts (SMEs) on the identified risks and used
a written directions and plans from the SMEs to guide the subcontractors on how to proceed with the project in a way that addressed the
identified risks, challenges and uncertainties. There were plans laid out to mitigate risks and those plans included graphical representations,
such as diagrams or blueprints, that helped to visually communicate the necessary steps to the subcontractors. The sponsor's involved clear
communication and guidance to ensure that the project is completed successfully and in accordance with the project plan.
• For the Monitor Risks Process, the sponsor would have discussions with the staff of Metrus and SMEs on how they would implement the
mitigation strategies to the identified potential risks and developed risk mitigation plan. This plan was then reviewed and vetted, and the
agreed-upon actions were communicated to the subtrades involved in the project. By keeping the lines of communication open and involving
all stakeholders, the sponsor was able to effectively monitor risks and implement mitigation strategies to minimize their impact on the
project.
Findings
Process
Plan Risk Management Expert judgment, Data analysis, Stakeholder analysis Meetings None 100%
Expert judgment, Data gathering, Data analysis, Interpersonal and
Identify Risk Prompt list 83.33%
team skills, Prompt lists, Meetings
Perform Qualitative Expert judgment, Data gathering, Data analysis, Interpersonal and
Risk Categorization 85.71%
Risk Analysis team skills, Risk categorization, Data representation, Meetings
Perform Quantitative Expert judgment, Data gathering, Interpersonal and team skills, Representation of
80%
risk Analysis Representations of uncertainty, Data analysis uncertainty
Expert judgment, Data gathering, Interpersonal and team skills,
Plan Strategies for threats, Strategies for opportunities, Contingent
None 100%
Risk Responses response strategies, Strategies for overall project risk, Data analysis,
Decision making
Implement Expert judgment, Interpersonal and team skills, Project management Project Management
66.67%
Risk Responses information system Information system
Monitor Risks Data analysis, Audits, Meetings None 100%

Recommendations
We recommend creating a list of risk which are specific to the industry based on the strategic framework like PESTLE or TECOP which can
help identify the sources of overall project risks and sponsor can use this framework for idea generation during the risk identification process
and these frameworks may also help identify the risks that are not immediately apparent. This Prompt List, may be customized based on the
specific project they are working on and we also suggest that the team regularly updates the prompt lists.
Page 11
1.9 Project Procurement Management
Sponsor`s Practice
• For the Plan Procurement Management process, the Sponsor’s approach is to document decisions related to procuring items
or services for the project through "Tendering-Contract Letting." This process involves sending out a request for quotation
(RFQ) to potential contractors and selecting the most suitable vendor or contractor through a bidding process. They have pre-
approved a list of vendors and or contractors who have met their specific requirements and standards for working on their
projects.
• For the Conduct Procurement process, The Metrus Construction Limited performs a tender analysis to ensure that all bidders
have bid on the same item. And once they receive the proposals submitted by different vendors and evaluate them against
predefined criteria, they identify the most suitable vendor for the project. After the tender analysis, Metrus Construction Ltd
performs a negotiation with the lower trades to agree on a price. This negotiation involves discussing the terms and conditions
of the contract and resolving any issues or concerns that arise during the negotiation process. Finally, after the negotiation,
Metrus Construction Ltd. let’s or awards the contract to the selected vendor.
• For the Control Procurement process, the Sponsor ensures effective communication with suppliers and vendors throughout
the project to keep them updated with site schedule and any changes that may affect their availability. Following this the
sponsor schedules vendors and suppliers in advance to ensure that they are available when needed on-site. The Company uses
a payment clause that holds a certain percentage of the payment until the project is completed to ensure that the agreed-
upon terms of the contract are met.
Findings
Plan Procurement Expert judgment, Data gathering, Data analysis, Source
None 100%
Management selection analysis, Meetings
Expert judgment, Advertising, Bidder conferences, Data
Conduct
analysis, Interpersonal and team skills, Control None 100%
Procurements
Procurements
Control Expert judgment, Claims administration, Data analysis,
None 100%
Procurements Inspection, Audits

The compliance level is 100%
Recommendations
We have no recommendation for the Project Procurement Management as all the processes follows the tools and
techniques within the PMBOK standard.
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1.10 Project Stakeholder Management
Sponsor`s Practice
• For the Identify stakeholder process, the Sponsor is taking a structured approach to stakeholder management. They begin
by identifying the stakeholders involved in the project, including SMEs, subcontractors, tenants, and authorities having
jurisdiction.
• For the Plan Stakeholder Engagement Process, the sponsor uses a RACI chart analysis to develop strategies for involving
stakeholders in the project, which helps to ensure that they are engaged appropriately based on their role and responsibility.
• For the Manage Stakeholder Engagement process, the Sponsor communicates with stakeholders on a weekly basis, which
helps to keep them informed and engaged in the project. With the use of RACI charts and regular communication the Sponsor
is making an effort to involve stakeholders in decision-making and to address their concerns throughout the project.
• For the Manage Stakeholder Engagement process, the Sponsor employs strategies to ensure successful engagement and
collaboration with stakeholders, which includes ground rules, interpersonal and team skills. They also monitor and adjust
their approach to stakeholder management as necessary, and thus they are willing to be flexible and adapt to changing
circumstances.
Findings
1. Identify Expert judgment, Data gathering, Data analysis, Data Data analysis, Data
60%
Stakeholders representation, Meetings representation
2. Plan Stakeholder Expert judgment, Data gathering, Data analysis, Decision Data analysis, Data
66.66%
Engagement making, Data representation, Meetings representation
3. Manage
Expert judgment, Communication skills, Interpersonal
Stakeholder None 100%
and team skills, Ground rules, Meetings
Engagement
4. Monitor Data analysis, Decision making, Data representation,
Data analysis, Data
Stakeholder Communication skills, Interpersonal and team skills, 66.66%
representation
Engagement Meetings

Recommendations
We recommend project management team should prioritize the use of data analysis and data representation tools and
techniques in stakeholder management. These tools can help identify, analyze, and represent stakeholder information in a
structured and meaningful way, leading to more effective stakeholder engagement and management.
Page 13
4. Appendix A
Audit Questions and Responses
a) Knowledge Area: Project Integration Management
Process Powerful Question Sponsor’s Response

Authorization is given by the VP of Construction. No
How did you get the approval to start a project
Develop need to write a Project Charter or Documentation.
and the authority to utilize resources to proceed
Project Charter Project Charter is a lease agreement between Metrus
with project activities?
and the client.
Develop Authorization is given by the VP of Construction. No
How did you prepare and coordinate all the
Project need to write a Project Charter or Documentation.
components of your planning and consolidated
Management Project Charter is a lease agreement between Metrus
them in a single document?
Plan and the client.
Encourage the site managers to create a 3-week look
ahead schedule which is based on the overall project
schedule and its updated every week. Approval of the
Direct and How did you lead and perform the work defined changes that involves cost will be by the VP of
Manage Project in your document plan (project management Construction, changes that does not include costs will
Work plan) including the approved changes? not require approval. Daily superintendent report, and
monthly project schedule distributed to the
stakeholders. Also, we use Procore for information
management system.
How did you use the existing knowledge in your The lessons learned in the previous projects are never
Manage Project organization and acquire new knowledge to documented. That knowledge is kept in memory of the
Knowledge achieve the project’s objectives and contribute VP of Construction that will just suddenly bring it up in
to organizational learning? the middle of project execution.
Monitor and How did you track, review, and report the overall
By use of a weekly project managers site meeting, daily
Control Project progress to meet the performance objectives
project reports, and 3-week schedule.
Work defined in the project management plan?
Perform
How did you review the change requests and get Change requests are generated by Metrus and
Integrated
approval for these changes? approved by the VP of Construction.
Change Control
Close Project or How did you finalize all the activities for the Based on approved plans and specifications that was
Phase project? initially provided to proceed with the project.
b) Knowledge Area: Project Scope Management
The scope is based on approved plans and specifications

How did you document how the project and
Plan Scope that were developed by Metrus. Control was
product scope will be defined, validated, and
Management documented through a weekly project manager/site
controlled?
manager meeting.
Page 14
The major stakeholders are within the organization. I
managed the internal decision-makers so that they
don’t require changes at inappropriate times in a project
How did you document and manage the
Collect cycle, and this is done by furnishing them a copy of my
stakeholder needs and requirements to meet
Requirements email about every decision I make so if they have
objectives?
anything to add or change, do it now. In other cases, I
also set up a meeting about my project schedule so they
can put all their additional expectations if they have any.
How did you develop a detailed description of This was already developed by the internal stakeholders
Define Scope
the project and product? in conjunction with the design team.
How did you break down the project deliverables Through the creation of a weekly 3-week schedule
Create WBS and project work into smaller and more which is pulled-out from the WBS of the overall
manageable components? schedule.
No formal acceptance procedures since they are the
owners but we rely on the consultant review reports to
identify deficiencies along with the building municipal
How did you formalize the acceptance of the
Validate Scope authorities having jurisdiction and us, Metrus. Once the
completed project deliverables?
deficiencies are cleared and the consultants and the
building authorities sign off on grant occupancies, then
we also accept the deliverables as complete.
Through the weekly project and site manager meetings,
and 3-week look ahead schedule. Changes to the scope
How did you monitor the status of the project
baseline were managed by involving internal
Control Scope and product scope, and managing changes to the
stakeholders in all decision-making so that they don't
scope baseline?
apply changes at an inappropriate time through the
project lifecycle.
c) Knowledge Area: Project Schedule Management

How did you establish the policies, procedures,
Plan Schedule Through the weekly project and site manager
and documentation for all the processes of the
Management meetings, and 3-week look ahead schedule.
project schedule?
How did you identify and document the
Through the weekly project and site manager
Define Activities specific actions to be performed to produce
meetings, and 3-week look ahead schedule.
the project deliverables?
Through the overall project schedule and 3-week look
ahead schedule. The overall project schedule links all
Sequence How did you identify and document the
the relationships between all the activities. Also, a
Activities relationships among the project activities?
scheduling software tool was used to plan, organize,
and adjust the sequence of activities.
By requesting information from the people doing the
How did you estimate the number of work
Estimate Activity work. This is done by sending the project schedule to
periods needed to complete individual
Durations these people and asking for their input. Sometimes,
activities with estimated resources?
phone calls are made to ask for information.
WBS which determined the sequence of activities. Also,
Develop What was considered for the development of this project does not need crashing or fast-tracking
schedule the schedule? because there was no firm commitment from tenants
at the time of construction.
How did you make sure that the project was Through the weekly project and site manager
Control Schedule
always on track? meetings, and 3-week look ahead schedule. Also,
Page 15
advancing or delaying the start of an activity is done on
a regular basis by the site team because of trade
generated delays.
d) Knowledge Area: Project Cost Management

How did you define how the project costs will Cost is from tendering; budgeting is from pre-
Plan Cost
be estimated, budgeted, managed, monitored, determined budget from VP of Construction. With
Management
and controlled? contingencies to judge how much cost we can get.
Estimate Costs How did you estimate the cost of the project? Through the tendering process.
Determine Budget Was the money spent as per the plan? For the most part.
How did you measure whether the project’s Against the project schedule developed by the VP of
Control Costs
budget was on schedule? Construction.
e) Knowledge Area: Project Quality Management

Plan Quality What were your expectations towards the
Within appropriate industry standards.
Management quality of the project?
How did you manage to maintain the quality Quality checks were done by Site Team, PM Team,
Manage Quality
of the project? Consultant walk through reports (Physical check)
What technique did you follow to monitor the weekly walk-through report (Consultant), Daily report
Control Quality
quality of the project? (Site supervisor), Weekly PM site visit Walk through
f) Knowledge Area: Project Resource Management

Plan Resource How were the resources for this project Subtrades, (Sub Contractors were assigned the Job
Management managed? who took care for the site requirements)
Estimate Activity What factors were taken into consideration
This is managed by sub-contractors
Resources while estimating resources?
Acquire What process was used for the acquiring of the
This is managed by sub-contractors
Resources resources?
Weekly meeting with the site management team and
How did you improve competencies, team
with the site management foreman's meeting and at
Develop Team member interaction, and the overall team
this meeting formal directions are given to the
environment to enhance project performance?
subtrades
How did you make sure that the members Through weekly site management meeting with the
Manage Team
completed the task? foremen
The problem here is interms for schedule creep, for eg.
What problems were faced with the
Control Resources Delay in mobilization and these are communicated
management of the resources?
through email, phone calls.
Page 16
g) Knowledge Area: Project Communications Management
Plan How did you identify the communication By first identifying Stakeholders and performing
Communications requirement of the project and what Stakeholder analysis and setting up RACI communication
Management methods did you use to address them? chart.
Can you describe the process of creating a
strategy for ensuring that the right I am in-charge for the communications, the strategy was
Manage
information is distributed to the centred around creation of RACI Chart which was used to
Communications
appropriate individuals involved in the dictate the communications protocol
project?
Project requirements were set by our company Metrus
How did you ensure the process of Construction Limited. And I had the knowledge of all the
Control information distribution met the requirements that were set and met by all the subtrades
Resources requirements of those involved in the or contractors and also these requirements were
project? communicated to each sub trades through their scope of
work.
h) Knowledge Area: Project Risk Management

Risks were mainly scope of work which were
What approach did you use to identify, indentified at the time of tender. Poorly defined scope
Plan Risk
assess, and respond to the potential risk of work = Cost/Budget Creep. PM had to properly read
Management
that may impact the project? all the available project documents when putting
project scope together.
What process did you use to recognize the
Thoroughness at my end in putting Project scope
Identify Risk potential risk and how did you record
together.
those details?
Major Risk impact is Cost and schedule creep, Cost :
Poor Scope Definition, Schedule Creep: Poor
Perform Qualitative How did you identify the potential impact
Communication with Subtrades as to when they are
Risk Analysis and likelihood of project risk?
needed onsite or the Subtrades don’t showup on the
schedule date & time.
Perform How did you evaluate the potential impact The Projects at Metrus are tenant driven. "The
Quantitative risk of various factors on the project's goals question I ask myself is Can I deliver the project as per
Analysis and objectives? the lease agreement?"
By meeting with the Site team to flush out any
What methods did you use to create buildability issues (things that would affect the
Plan processes that would address the potential building as per design) and then Metrus schedule
Risk Responses challenges and uncertainties in the coordinated meetings with the design team to flush
project? out a solution. And or Metrus suggest solution to the
design team which they will have to approve.
What methods did you use to implement
Written directions and graphical representations
Implement those processes that would address the
(Plans) from Subject Matter Experts (SMEs) directing
Risk Responses potential challenges and uncertainties in
the subtrades how to proceed.
the project?
How did you oversee the execution of risk Through conversation with the site staff. Through that
Monitor Risks mitigation strategies while keeping a track conversation We produces a vetted plan of action
on known risks and identifying new risks? which was then communicated to our subtrades.
Page 17
i) Knowledge Area: Project Procurement Management

What is the process of documenting
Tendering-Contract Letting, We have vetted trade
Plan Procurement decisions related to procuring items or
list of trades that are allowed to trade on our
Management services for a project, and how is the
projects.
approach and potential sellers identified?
At the close of project tender we perform a tender
What is the process for making a decision analysis (We ensure that all the bidders have bided
Conduct
on which seller to use and finalizing the on the same item) and then we perform a
Procurements
agreement for project procurement? negotiation with the lower trades and agree on a
price. After which we let/Award the contract.
Effective communication, Scheduling and keeping
How can one effectively handle and
them up to date with the site progress so that they
maintain relationships with suppliers and
Control long in advance when they are need on-site. And
vendors, ensure that the agreed upon
Procurements they could provide a alternative cost upfront and
terms of the contract are met, make
what we can do is have a payment clause of holding
necessary adjustments, and properly
a certain % of the payment.
j) Knowledge Area: Project Stakeholder Management

My stakeholders are given to me when the project
How did you identify project stakeholders starts and they are the SMEs. Once the Project is
Identify
and what details did you record to analyse tendered and the added stakeholders will be my
Stakeholders
potential impact on the project success? Subcontractors and also my tenants and all the
authorities having Jurisdiction. As well all the utilities
What steps did you employ to develop
Plan Stakeholder On a weekly basis we communicate with the selected
strategies for involving project
Engagement Stakeholders based on the need to know.
stakeholders in the project?
What strategies did you implement to
ensure successful engagement and
Manage
collaboration with stakeholders, addressing Identify the stakeholder, Perform RACI chart analysis
Stakeholder
their requirements and addressing any and communicate with them based on the analysis.
Engagement
concerns that may arise during the
project?
What strategies did you use to Identify the stakeholder, Perform RACI chart analysis
Monitor
continuously monitor and adjust the and communicate with them based on the analysis.
Stakeholder
approach to engage and manage
Engagement
relationships with project stakeholders?
Page 18
5. Appendix B - Original Notes & Meeting Minutes –

(Agendas, minutes and any other records from EVERY sponsor meeting conducted to complete this report)
Meeting Information & Participants

Date & Time of Meeting:
Meeting Chair:
Attendees:
Regrets:
Agenda Topics (should match pre-circulated agenda)

1.
2.
3.
4.
5.
Decisions (summarize decisions made DURING the meeting)

1.
2.
3.
4.
5.
Actions (use verbs to describe action to be completed AFTER the meeting)

Task Lead Deadline
1.
2.
3.
4.
5.
Next Meeting Date:
Page 19
6. Appendix C
Quantitative Approach
a. Process Compliance – Formula

The compliance shall be evaluated based on the number of tools and techniques that were followed in
each process. The formula shall be as follows:
𝑁𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝑇𝑜𝑜𝑙𝑠 𝑎𝑛𝑑 𝑇𝑒𝑐ℎ𝑛𝑖𝑞𝑢𝑒𝑠 𝑈𝑠𝑒𝑑

% 𝐶𝑜𝑚𝑝𝑙𝑖𝑎𝑛𝑐𝑒 =
𝑁𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝑇𝑜𝑜𝑙𝑠 𝑎𝑛𝑑 𝑇𝑒𝑐ℎ𝑛𝑖𝑞𝑢𝑒𝑠 𝑖𝑛 𝑃𝑀𝐵𝑂𝐾
b. Knowledge Area Compliance - Formula

The compliance per knowledge area shall be evaluated by taking the average of the % compliance for
each process. The formula shall be as follows:
𝑆𝑢𝑚 𝑜𝑓 % 𝐶𝑜𝑚𝑝𝑙𝑖𝑎𝑛𝑐𝑒 𝑜𝑓 𝐴𝑙𝑙 𝑃𝑟𝑜𝑐𝑒𝑠𝑠

𝑁𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝑃𝑟𝑜𝑐𝑒𝑠𝑠
c. Overall Project Compliance - Formula

The compliance of the whole project shall be evaluated by taking the average of the % compliance for
each knowledge area. The formula shall be as follows:
𝑆𝑢𝑚 𝑜𝑓 % 𝐶𝑜𝑚𝑝𝑙𝑖𝑎𝑛𝑐𝑒 𝑜𝑓 𝐴𝑙𝑙 𝐾𝑛𝑜𝑤𝑙𝑒𝑑𝑔𝑒 𝐴𝑟𝑒𝑎𝑠

10
Page 20
1. References -
Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge
(PMBOK® Guide) (6th ed.). Project Management Institute.
Page 21
2. RACI Chart (include all tasks executed in the completion of this Audit Report - ensure each task includes
an actual task and includes a verb that clearly describes the action) - DAVE
Team Members
Tasks
1.
2.
3.
4.
5.
6.
Legend: R=Responsible, A=Accountable, C=Consult, I=Inform
Page 22
3. 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 /2.5
4. Time Audit Results /2.5

Sponsor`s Current Practice described using neutral facts. Findings
5. Cost Audit Results /2.5
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 /2.5
reasonable recommendation included. No spelling or
grammatical errors. Consistent formatting follows the template,
7. Resources Audit
headers clearly identified, margins and white space reasonable,
Results /2.5
etc.
8. Risk Audit Results /2.5
9. Procurement Audit
Results /2.5
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
Quantitative followed.
Approach /0.5
13. Reference Complete, accurate and properly formatted using APA style. /0.5
TOTAL GRADE /26
Page 23

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

PMPG 5503 Capstone Research Project

Audit Report: Part 2

Group Member Names:

II. Purpose of Sponsor Project - DAVE

III. Audit Approach Results & Lessons Learned - DAVE

IV. Key Findings - AJAX

2. Sponsor Reaction & Approval – to be requested from Mr. Kwame

Knowledge Area Quantitative Result

1.2 Project Scope Management

Knowledge Area Quantitative Result

1.3 Project Schedule Management

Knowledge Area Quantitative Result

1.4 Project Cost Management

Knowledge Area Quantitative Result

1.5 Project Quality Management

Data gathering, Data analysis, Decision making,

Knowledge Area Quantitative Result

1.6 Project Resource Management

Knowledge Area Quantitative Result

1.7 Project Communications Management

Knowledge Area Quantitative Result

Knowledge Area Quantitative Result

Knowledge Area Quantitative Result

1.10 Project Stakeholder Management

Knowledge Area Quantitative Result

a) Knowledge Area: Project Integration Management

Process Powerful Question Sponsor’s Response

b) Knowledge Area: Project Scope Management

Process Powerful Question Sponsor’s Response

The scope is based on approved plans and specifications

c) Knowledge Area: Project Schedule Management

Process Powerful Question Sponsor’s Response

d) Knowledge Area: Project Cost Management

Process Powerful Question Sponsor’s Response

e) Knowledge Area: Project Quality Management

Process Powerful Question Sponsor’s Response

f) Knowledge Area: Project Resource Management

Process Powerful Question Sponsor’s Response

h) Knowledge Area: Project Risk Management

i) Knowledge Area: Project Procurement Management

j) Knowledge Area: Project Stakeholder Management

5. Appendix B - Original Notes & Meeting Minutes –

Meeting Information & Participants

Agenda Topics (should match pre-circulated agenda)

Decisions (summarize decisions made DURING the meeting)

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

Next Meeting Date:

a. Process Compliance – Formula

𝑁𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝑇𝑜𝑜𝑙𝑠 𝑎𝑛𝑑 𝑇𝑒𝑐ℎ𝑛𝑖𝑞𝑢𝑒𝑠 𝑈𝑠𝑒𝑑

b. Knowledge Area Compliance - Formula

𝑆𝑢𝑚 𝑜𝑓 % 𝐶𝑜𝑚𝑝𝑙𝑖𝑎𝑛𝑐𝑒 𝑜𝑓 𝐴𝑙𝑙 𝑃𝑟𝑜𝑐𝑒𝑠𝑠

c. Overall Project Compliance - Formula

𝑆𝑢𝑚 𝑜𝑓 % 𝐶𝑜𝑚𝑝𝑙𝑖𝑎𝑛𝑐𝑒 𝑜𝑓 𝐴𝑙𝑙 𝐾𝑛𝑜𝑤𝑙𝑒𝑑𝑔𝑒 𝐴𝑟𝑒𝑎𝑠

Objective/Criteria Meets all expectations Points

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

4. Time Audit Results /2.5

TOTAL GRADE /26

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