1. Summary From the beginning, there have been several difficulties in the creation of the new Clinical Data Warehousing (CDW) product. These difficulties include imprecise specifications, problems with reporting project progress, and worries about leadership. Due to the existing Project Manager's departure, the Sponsor has appointed a new Recovery Project Manager who will be tasked with carrying out a thorough evaluation of the project. This audit report's objectives are to clarify current problems and offer suggestions for the project's recovery. The assessment's main objectives are to improve project management techniques, deal with problems at their core, and lay out a clear plan of action for finishing a project successfully. 2. The document's objective In an attempt to improve analytical and reporting procedures, Healthcare Unlimited LLC has taken on a large-scale project to expand the Clinical Data Warehouse (CDW) database by adding information from medical Information System (IS) vendors and data from on-site clinics ("Troubled Health System Project Case Study," n.d.). Nevertheless, the project has faced substantial obstacles that have resulted in its designation as disturbed. This has prompted an investigation into possible options for project revival or, in the alternative, the contemplation of project termination. This report summarizes the audit's conclusions and key takeaways from the evaluation procedure. It was carried out on the project. 3. Audit's scope The main goal of the audit is to perform a thorough analysis of the project, examining a range of project documents, including the business requirements, the project charter, schedule and budget plans, quality considerations, task relationships, risk reporting, and the communication plan ("Sample Audit Report," n.d.). Interviews with the project team will also be part of the audit in order to learn more about the early phases of planning, comprehend the rationale for plan deviations, and identify obstacles and problems faced. The objective is to pinpoint areas that need attention, suggest modifications to the project plan, and offer an opinion on whether the project should proceed in light of the issues addressed. 4. Audit Findings a. Context The Project Sponsor has commissioned the ongoing audit with the aim of identifying the problematic components and possible sources of the project's inability to adhere to the agreed-upon budget, timeframe, and scope adjustments. The project began on May 5, 2015, with December 1, 2015, as the anticipated completion date. The Product Development Department (PDD) created the business case and included a partial cost-benefit analysis based on past data from related development projects inside the company. The current development team demonstrated a great deal of experience and knowledge in the sector, and this understanding was utilized by the PDD to define product requirements. Determining the phrasing of policy documents and product reports, for example, were purposefully left to later phases of the process, probably to give users more time to deliberate and make their own decisions. Using SQL and the MS Visual Studio programming language, which were both unfamiliar to the team, it was decided to begin development work. A two-week orientation session was offered to the team to help them get used to the new surroundings ("Troubled Health System Project Case Study," n.d.). Having overseen the successful launch of comparable new products in the past, Peter, the project manager, boasted of having worked for the company for 15 years. His ability to work effectively with staff from different departments and his understanding of the system were his main assets. Those from various departments who had worked together on multiple previous projects made up the project team, and they had a great deal of system experience. Following the delivery of module two, Peter's involvement came to an end. The team has been entrusted by the project sponsor to carry out an exhaustive audit, with a particular emphasis on many crucial aspects to identify the project's present status. In order to determine the underlying problems that have contributed to the project's current state of health, their first goal is to identify the core causes of such problems. The audit also evaluates the framework for product development in an effort to ascertain whether a defined methodology for the process is in place. In addition, the team is investigating the causes of this dynamic component of the project and trying to identify the factors that have contributed to the team's continually changing requirements. In addition, by suggesting solutions to the current problems, the audit seeks to find possible adjustments to procedures and methods that can speed up the project's recovery. In order to identify possible points of contention within the team and provide effective solutions, the team will also look at the dynamics of the project team. The team's training and mentoring needs will also be evaluated, and any areas that may need more assistance to improve team performance will be noted. Project evaluation and health reporting will also be covered by the audit, with a particular emphasis on methods for tracking project development and guaranteeing efficient status updates. In summary, the goal of the thorough audit is to offer valuable perspectives on the project's present state and suggest practical measures for its eventual recovery and triumph. b. Summary of findings The conclusions drawn from the examination of the ongoing project are summarized in the points that follow. The examples that are supplied help the reader of this study understand these conclusions. i. Absence of Specific Requirements The criteria were obviously not gathered with the product in mind, which is not how things are usually done. Rather, they underwent alterations or modifications to conform to the development team's experience and proficiency. It is noteworthy that the Product Development Department (PDD) is generating the requirements on its own, without the assistance of a Business Analyst, which is missing from the team. ii. Lack of a Well-Defined Process for Product Development It appears that the business does not use a particular development approach based on the project evidence that has been acquired. To produce the new product, the skilled development team draws on their experience and knowledge. iii. Absence of an organized project plan 1. Challenges with the WBS Based on the analysis, it appears that the project plan, which includes the Work Breakdown Structure (WBS), was not developed with reference to pre-existing plans and was not tailored to the particular needs of the project at hand. There are no task dependencies, resources are assigned in an unbalanced manner, which results in overtime labor, but no overtime rate has been set for any of the employees. 2. Project funding allocation The budget looks to have been made based on historical data rather than current information, and it's not entirely clear how to accurately identify resource costs. Furthermore, even if people have put in extra hours, overtime has not been mentioned, making it impossible to determine the precise cost of the work that has been done up to this point. c. Absence of Project & Development Leadership i. Project Coordinator Potential issues were ignored by the project manager, who failed to identify and follow up on them. Peter kept insisting on meeting stakeholder requests in spite of repeated reports from the team about excessive and frequent changes in requirements, which suggested a lack of willingness on the project manager's part to oversee the work efficiently. ii. Project leaders. Although the project manager has created a successful plan for the project, there are still obstacles in managing the project since important elements are missing, such as a risk strategy, communication plan, stakeholder registration, and clear requirements. There are also timetable issues and the project manager's sudden departure. With little to no involvement from the sponsor prior to the project manager's resignation, which caused the sponsor to pay more attention, the project leadership has proven to be incompetent in managing this high-priority project. iii. Development The group lacks development experience, thus it would have been advantageous for management to bring in a team leader or consultant to offer direction in this area. Now that there are errors and poor code quality, it is clear that there is no support. The consultant can't, however, provide the required degree of support. d. Scope Creep Because the criteria were not clearly stated at the beginning of the project, stakeholders were unable to come to a clear agreement on the project's goals, which resulted in repeated demands for additional revisions. Furthermore, there was a conspicuous lack of formal requirements documentation, and choices were frequently made using pre-existing information rather than official management permission. The development of a requirements traceability matrix was hampered by this lack of documentation, which made monitoring project requirements even more difficult. To make matters worse, the lack of a governance council or an organized change management process meant that the development team had to constantly contact with stakeholders to clarify needs, which added time and effort to the process of resolving issues. e. Failure to keep up a knowledge repository. In certain cases, the team was using old versions of the requirements document, which may indicate that there was insufficient communication or update protocols between the team and the project manager (PM). This suggests that either the teams were not sent the updated versions or there was a considerable delay in integrating the most recent versions of these papers into the workflow. 5. Team Conflict It was clear from the first meeting with the database administrator and architect that different team leads held different ideologies. 6. Key Technological Elements for Success It's critical to assess this project using technical Critical Success Factors (CSF) because it centres on technology delivery. To ensure the project's success, an analysis and set of recommendations are offered in the attached document, "IT Domain Critical Success Factors.docx". Not only could putting these suggestions into practice help the current project get completed successfully, but it also gives Healthcare Unlimited useful information about how to improve projects in the future and optimize internal procedures. Though it is only 0.05 below the cutoff for being categorized as a 'High' risk project, the CSF analysis shows a total risk value of 2.45, placing the project in the 'Medium' risk category. 7. Earned Value Analysis The project is expected to cost $230,000 in total, of which $132k is intended to cover the budgeted cost of the work that has been completed. The current total spent is $68k, which is in line with the $68k earned value. This shows a budget variance of only $10, which is really minor and suggests that the project is financially on track. Nevertheless, there are serious scheduling problems in addition to the acceptable budget performance. The project is running behind schedule, as shown by the Schedule Performance Index (SPI) of 0.52. In addition, the schedule variance, which shows how much behind or ahead of schedule the project is in reality, is -$63k, indicating a significant delay. There is a clear discrepancy between the budget and the schedule, which suggests that earned value reporting may have problems. This difference emphasizes how crucial it is to keep correct records and monitor the project's real progressan area where not enough work has been done. 8. Recommendations  To stop more changes, go over and document all requirements from stakeholders, rank them, and get management's final permission.  Taking into account the limitations of the new environment, hire a senior consultant with experience with MS Visual Studio to help the development team with code reviews and bug fixes.  To handle the identified changes, create a change management strategy with guidance from a governance council. This should include developing a risk plan to detect and reduce potential dangers.  Stress the need of communication planning and argue for a well-documented plan that addresses stakeholder expectations, project communication specifications, and reporting intervals.  Evaluate the spending plan, take into consideration actual resource costs, and include in overtime compensation for team members who put in extra time.  Establish regular reporting on the project's risks, progress, and resource use, and create a new stakeholder registration.  To enhance team chemistry, mediate conflicts amongst team leads with the assistance of the project manager and sponsor.  Assign operations representatives to a full-time schedule and provide specialized resources to improve collaboration and take advantage of skills.  Utilize Tuckman's model to handle the developmental stage of the team by providing recommendations for inspiring, supporting, finding common ground, and recognizing differences.  To aid in understanding each other's strengths and weaknesses, do a skill evaluation with the team.  Note the team's experience and suggest that, in order to increase productivity, production support release development resources.  Modify the Work Breakdown Structure (WBS) in its entirety, organize resources, and consult with relevant departments on plans in order to address schedule management concerns.  The project was assessed using a 100-point checklist, and the results showed an average score of 2.30, which was considered "amber, red," meaning there was uncertainty regarding the project's effective completion. To summarise, the audit report's suggestions offer a thorough approach to addressing problems and providing direction for the project's effective turnaround. 9. Appendix a. People Interviewed  Developer 1  Developer 2  Developer 3  Database Admin  System Architect  Executive Sponsor  Project Coordinator  Project Consultant  Operations Executive  Development Lead  Legal Team Lead  Operations Lead  Marketing Team Lead  Vendor PM b. interviewed questions. Is there a particular approach to product development that is commonly used? What approach was taken when working on this project? How have you found this methodology to be? Given the novelty of the development environment and your prior training, how comfortable are you working in it? Would it be advantageous for you if these problems were handled by a specialized resource or consultant? This assignment aligns with the following learning outcomes  Demonstrate an ability to review projects and identify when a project is failing or troubled  Define and select strategies for avoiding failed or troubled projects  Determine the health of a project through an audit or assessment  Develop a troubled project recovery plan  Plan and execute a failed project shutdown Essential Components Your sponsor has provided feedback to your Audit Presentation and has authorized the development of the Recovery Plan - with the condition that the feedback from your presentation is integrated into the work. Your final deliverable is your draft of a comprehensive recovery plan, taking the actions that were agreed to in the audit report. The recovery plan should include the recommended work to get the project on track as well as the remaining work to deliver the project's product. This work will be used at the Recovery Kick-off meeting for team review, contributions and approval. This includes all components of the project plan per the audit presentation recommendation - key deliverables to include: Recovery Project Scope Planning: Establish the recovery project scope plan and controls. In establishing your project scope plan, you might consider these aspects: 1. Requirements (requirements traceability matrix) 2. Revised work breakdown structure 3. Responsibility Assignment Matrix Include a summary to how this work meets the audit recommendations and how it will set the project for success moving forward. Recovery Project Change Control: Establish change control for the project moving forward. At minimum, lay out the process and clarify responsibilities for each step of the process. Include a summary to how this meets the audit recommendations and will set the project for success moving forward. Recovery Project Quality Planning: Craft a recovery plan for ensuring quality of the recovery project outcomes that identifies acceptable performance standards and recommended recovery strategy. Ideas to consider may include: 1. Key performance indicators of quality 2. Important factors in defining quality 3. How to measure quality Include a summary to how this meets the audit recommendations and will set the project for success moving forward. Recovery Project Cost and Schedule Planning: Using MS Project, develop a comprehensive recovery project schedule outlining completion dates, tasks, and relevant milestones. This should include the scope to get the project back on track as well as the estimates for the work remaining. Include a summary to how this meets the audit recommendations and will set the project for success moving forward. What changes have been made to the original plan and why? Communications Management Plan: Create your recommendation for how communications will be managed in the project moving forward. Be sure to include which stakeholders receive which information, what is its purpose, how will they receive it, when, who will be responsible for that communication. Include a summary to how this meets the audit recommendations and sets the project for success moving forward. Recovery Project Risk Plan, Register and Recovery Risk Control: Craft a recovery plan for project risk. In your recovery plan, you could consider: 

1. Guidelines for risk work, including monitoring through project

 2. Completed Risk Register (include at least 3 risks as examples for the meeting) 

3. Recommendation for how contingency reserves of cost and duration will be determined Include a summary to how this meets the audit recommendations and will set the project for success moving forward. Others planning documents: If your audit recommendation included other planning deliverables, list these out with actions for what work needs to be done to complete them and how these deliverables contribute to the audit recommendations/ move the project forward. give proper detailed project recovery report of 10 -12 pages by including all the points mentioned above