conducting a strategic intelligence audit - sis international research
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8/14/2019 Conducting a Strategic Intelligence Audit - SIS International Research
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THE NEED FOR A STRATEGICINFORMATION AUDIT
The Value of a Strateg ic Information Aud it
• Tells you what you don’ t know
• Confirms/ Does not confirm what you suspec t
• Is a “ second opinion”
• Identifies problem a reas
• Identifies a rea s for improvement in the projec t
ma nagement p roc ess• Enab les you to “ audit the prog ress” of p rojec t
management
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WHO CONDUCTS THE STATEGICINFORMATION AUDIT?
• Preferab ly: An outside c onsulting o r resea rc h firm withexpertise in a ud its
• An internal team that is not a “ stakeholder” in the p roc ess
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STRATEGIC INFORMATION AUDITRESEARCH METHODS
• App lic a tion of trad itiona l ma rket resea rc h qua litative andquantita tive resea rc h method olog y
• Qua lita tive: In-dep th fac e-to-fac e interviews with p rojec tmanagement team
• Quantitat ive methods: telephone, fac e-to-fac e a nd websurveys whic h ra te and rank p rojec t managementprocedures
• Foc us groups: group d isc ussions with key p rojec t tea m
members
• Review of vendor selec tion p roc ess [trad itiona l “ paper tra il”review method s]
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THE OUTPUT/ THE DELIVERABLEFROM THE AUDIT
• Qualita tive Assessment of deg ree ofc omp liance w ith orig ina l p rojec tma nag ement ob jec tives, budg et,c ontrac ting, performa nce
• Quantitative Assessment of the perc entag edevia tion from the expec ted p rojec tperformance
• Comp rehensive rec ommenda tion for futurep rojec t ma nagement proc edures
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CRITICAL SUCCESS FACTORS FOR STRATEGICINFORMATION AUDITS
• To p revent “ sab otage” of the audit , sec ure“ buy in” from senior management [CEO,COO, CIO]
• Use an outside firm whic h does not have“ threa t” power or a reputa tion of theelimina tion of jobs, as a result o f the aud it
• Hold initia l b riefing meetings to exp la in theob jec tive, sc op e a nd the output of theaudit.
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