Contractor Proposal Format
Contractor Proposal Format
The Audit Process
The Audit Process
Four Distinctive Phases:
1. Planning
An announcement letter is sent to the department/unit informing them of the audit project. This letter will provide details on the timeframe and the name of the managing auditor and auditing team assigned to the project.
The managing auditor will interview key personnel in the department to learn more about the operations.
The Objectives and Scope Document is prepared and presented to management as a contract for the work to be performed. This document will outline the objectives and parameters of the audit project.
2. Field Work
Auditors schedule times to interview individuals responsible for maintaining and preparing financial and operational reports.
Analytical audit techniques are used to test, analyze, interpret and corroborate documentation of controls.
Regular update meetings are scheduled during field work to communicate progress to date and to discuss potential findings.
3. Communication of Results
The distribution list for the audit report is included on the Objective and Scope Document Report. University Audits are confidential and go only to those people who need to know.
The results of the draft audit, findings and recommendations, are submitted to management for discussion in draft report at an “exit meeting”. A 10-day comment period is used by the auditors to allow the department to respond in writing to facts and recommended actions in the report.
The final report goes to the managers of the area, their supervisors and for school related reports, to the Financial Dean of the school. In addition, the Vice President of Finance and the Partner at PricewaterhouseCoopers, LLP assigned to the University account receives the report.
4. Follow Up
Significant issues in a final audit report could warrant a Post Audit Review (PAR) at a later date.
Post Audit Reviews are usually conducted within 18 months of the full audit and the results are published in a written report.
Types of Audits and Reviews:
- Financial Audit
A historically oriented, independent evaluation performed for the purpose of attesting to the fairness, accuracy, and reliability of financial data. CSULB’s external auditors, KPMG, perform this type of review. CSULB’s Director of Financial Reporting coordinates the work of these auditors on our campus.
- Operational Audit
A future-oriented, systematic, and independent evaluation of organizational activities. Financial data may be used, but the primary sources of evidence are the operational policies and achievements related to organizational objectives. Internal controls and efficiencies may be evaluated during this type of review.
- Department Review
A current period analysis of administrative functions, to evaluate the adequacy of controls, safeguarding of assets, efficient use of resources, compliance with related laws, regulations and University policy and integrity of financial information.
- Information Systems (IS) Audit
There are three basic kinds of IS Audits that may be performed:
- General Controls Review
A review of the controls which govern the development, operation, maintenance, and security of application systems in a particular environment. This type of audit might involve reviewing a data center, an operating system, a security software tool, or processes and procedures (such as the procedure for controlling production program changes), etc.
- Application Controls Review
A review of controls for a specific application system. This would involve an examination of the controls over the input, processing, and output of system data. Data communications issues, program and data security, system change control, and data quality issues are also considered.
- System Development Review
A review of the development of a new application system. This involves an evaluation of the development process as well as the product. Consideration is also given to the general controls over a new application, particularly if a new operating environment or technical platform will be used.
- Integrated Audit
This is a combination of an operational audit, department review, and IS audit application controls review. This type of review allows for a very comprehensive examination of a functional operation within the University.
- Investigative Audit
This is an audit that takes place as a result of a report of unusual or suspicious activity on the part of an individual or a department. It is usually focused on specific aspects of the work of a department or individual. All members of the campus community are invited to report suspicions of improper activity to the Director of Internal Auditing Services on a confidential basis. Her direct number is 985-2547.
- Follow-up Audit
These are audits conducted approximately six months after an internal or external audit report has been issued. They are designed to evaluate corrective action that has been taken on the audit issues reported in the original report. When these follow-up audits are done on external auditors’ reports, the results of the follow-up may be reported to those external auditors.
Ø Performance Audits
Performance audits, which include economy and efficiency and program audits, are designed to provide an independent assessment of the performance of a governmental entity, program, activity, or function to improve public accountability and to facilitate decision making by parties responsible for overseeing or initiating corrective action.
Project Turn over Audit Questionnaire Sample Format:
Project Turn Over Auditing Questionnaire
Question #
Possible Score
Question
Project Management
1
3
Does the proposal clearly cover the scope of work (deliverables quantified, basis of estimate identified) [ISO 9001:2000 7.2.1, 7.2.2]
2
3
Does the proposal list all deliverables based on the scope of work and associated client specifications [ISO 9001:2000 7.2.1, 7.2.3]
3
3
Are safety requirements identified in the proposal or in the contract. [ISO 9001:2000 7.1]
4
1
Is there a protocol for hand-over of the project from Sales to operations? [ISO 9001:2000 7.1, 7.2]
5
1
Does the PO reflect an identifiable set of the billing milestones/pricing.
6
3
Was the booking Percentage Of Completion (PoC) document completed properly reflecting the actual contract?
7
1
Does PM understand what he/she to committing to when signing off on the PoC?
8
3
Did the proposal / contract specify a change management process?
9
3
Did the proposal / contract have specific acceptance criteria?
10
3
Does the proposal describe the scope of work, can you tell what is to be done ? [ISO 9001:2000 7.2.1, 7.2.2]
11
3
Was the proposal responsive to the clients requirements? [ISO 9001:2000 7.2.1, 7.2.2]
12
1
Is there evidence that the Request for quotation of unreleased product followed? [ISO 9001:2000 7.2.2, 7.2.3]
13
3
If the proposal is offering new/unreleased products is there evidence that the proposed solution was reviewed by technically qualified personnel? [ISO 9001:2000 7.3.1, 7.3.4]
14
3
Did the proposal include a list of items or activities that are not included (not handling of hazardous material, disposal of material, etc.)
15
1
If there were commercial or contractual issues was Commercial Manaer or Contracts manager, being involved in resolution issues prior commencing of the kick-off meeting.
16
1
Does the PO/Contract cite the Proposal as the basis for the scope of work
Total Raw
Question #
Possible Score
Question
Project Controls
1
3
Does the proposal/ contract identify measurement and controls requirements? [ISO 9001:2000 7.1, 7.2.3]
2
3
Does the proposal / contract identify project reporting requirements? [ISO 9001:2000 7.1, 7.2.3]
3
3
Was estimating tool with quantified deliverables used for the estimate? [ISO 9001:2000 7.1, 7.2.1, 7.2.3]
4
3
Does the estimate reflect the work and deliverables that are defined by the proposal? [ISO 9001:2000 7.1, 7.2.1, 7.2.2]
5
3
Does the estimate package include a comprehensive list of third party materials and/or sub-contracts? [ISO 9001:2000 7.2.1, 7.2.2]
6
3
Were the third party material quotes used in the estimate as the cost basis?
7
3
Does the estimate package include the vendor and/or subcontractor quotes?
8
1
Were there any specific logistic/transportation issues and were they costed in the estimate? (Could include vehicle access / weight restrictions to job site)
9
1
Does the PO/Contract cite the Proposal as the basis for the scope of work
10
3
Has the project been estimated consistent with the Technical and commercial aspects of the contract
11
1
Did the proposal include new product/Software releases were they identified in the PoC? [ISO 9001:2000 7.2.2]
12
1
Did the project team review the management and engineering estimate after receiving booking package?
13
3
Are extended warranty provisions in the original PoC submission?
14
1
Are all pricing requirements available (i.e. material mark-ups, discounts, labor rates, sub-contract mark-ups, allowances vs. unit, Transportation &Logistics & freight)
15
0
0
Total Raw
Question #
Possible Score
Question
Finance
1
3
Does the booking package reflect the proposal, estimate, margin, Revenue and Cost
2
1
Was transfer price costed properly in the PoC? (validate mark up rate)
3
1
If there are special billing requirements is the project team aware of them??
4
3
Are the billing events clearly defined.
5
3
If the contract allows any rights for the customer to audit is the project team aware of them?
6
3
Is there evidence that cost assumptions related to proposal being clearly defined and quantified?
7
3
Does the initial budget have sufficient reserve for warranty, both standard and extended?
8
3
Are risk and opportunities clearly defined and quantified in PoC?
9
1
Before submitting the proposal, did it go through proper approval process? (PoC)
10
1
Did finance approve special billing arrangement if there is any?
11
3
Was Supply Management involved in the estimating process per policy relative to third party content?
12
1
Are client preferred or sole source vendors identified and were third party estimates based on the use of those vendors
Total Raw
# of Questions
Scores by Discipline
PM
PCO
Finance
Health, Safety and Environment Questionnaire Sample Format:
HEALTH SAFETY AND ENVIRONMENT QUESTIONNAIRE
Question #
Possible Score
Question
Project Management
1
3
Is there evidence that Safety is an integral part of the management of the project? [ISO 9001:2000 6.4]
2
3
Is there evidence that HSE reviewed the safety records of any sub-contractors.
3
1
Have the requirements for project safety been identified and passed on to sub-contractors
4
1
Are employees aware that there is an occupational health and safety policy authorized by management that clearly states overall health and safety objectives and a commitment to improving health and safety performance?
5
1
Are there processes for the ongoing identification of hazards, the implementation of necessary control measures?
6
1
Has the project documented occupational health and safety objectives and is the project on plan to meet these goals ?
7
1
Are the project team members aware what their responsibilities are for safety on the project?
8
3
How has the project manager assessed whether all personnel are competent to perform tasks that may impact
HSE on the project ?
9
1
Are there processes for ensuring that pertinent HSE information is communicated to and from employees, the client, subcontractors and other interested parties?
10
1
Does the project maintain a site-specific safety plan ?
11
1
Has the project established an emergency preparedness plan?
12
3
Are the processes being followed for assessing safety and hazards?
13
3
Does the project’s management review the HSE system to ensure its continuing suitability, adequacy and effectiveness? (Is there evidence of a process to regularly review the HSE policy and determine if the project’s policy is in alignment with current HSE requirements?)
14
3
Were all project team members instructed on Safety? [ISO 9001:2000 6.2.2]
15
3
Was the audit team given a facility orientation without having to ask for one?
16
3
Is there evidence that personnel in the facility are aware of the Near Miss Reporting process? (Do they know where / when and how to report a near miss?)
17
1
Does the project team report safety metrics?
18
1
Are all team members aware of Corporate Safety Policy including numbers to call to report near misses and accidents?
Total Raw
Scores by Discipline
PM
PCO
Finance
Setup and planning Questionnaire Sample Format:
SET UP AND PLANNING QUESTIONNAIRE
Question #
Possible Score
Question
Project Management
1
3
Is a quality plan available for the project? [ISO 9001:2000 7.1]
2
3
Does the Issues/Actions log assign ownership, & dates for open, deadline closure [ISO 9001:2000 7.2.3, 8.5.2, 8.5.3]
3
3
Is there evidence that Issues/Actions have been communicated to client [ISO 9001:2000 7.2.3, 7.3.4, 7.5.4]
4
3
Are the Roles & Responsibilities matrix published and communicated [ISO 9001:2000 7.1]
5
1
Is there a Project Execution Plan for the project?
6
3
Are the appropriate Tools, methods and standards identified in the project plans? [ISO 9001:2000 7.1, 7.2. 1]
7
3
Does the Project Execution Plan describe how the project will be executed [ISO 9001:2000 7.1, 7.3]
8
3
Does the Project Execution Plan include sections addressing Safety, Procurement, Resources, Communications, Roles and Responsibilities, Quality Control, Project Control, Scheduling? [ISO 9001:2000 6.1, 6.2.1, 6.3, 7.1, 7.2.1, 7.2.3]
9
3
Is there evidence that project team reviewed the scope relative to the proposal.
10
3
Does the Project Plan identify where documents and files are to be stored?
11
1
Is there a resource plan for the project?
12
3
Has the Resource Plan been reviewed with functional management [ISO 9001:2000 7.1]
13
3
Have resource skills been appropriately identified? [ISO 9001:2000 7.1]
14
3
Has the PM assigned to the project the required technical and commercial skills ? [ISO 9001:2000 7.1]
15
1
Is there an organization chart for the project?
16
3
Is there a logic driven schedule for the project?
17
3
Is there evidence that the project team uses the schedule as a control tool that is reviewed [ISO 9001:2000 7.1]
18
1
Have sub-contracts been reviewed by Contract Management
19
1
Is Supply Mgt. involved in the set up and planning for projects with 3rd Party/subcontract content?
20
3
Is there a procurement plan?
21
1
Is there evidence that contract Ts&Cs been provided to Supply Mgt.?
22
3
Do the project team members know where to find the Quality Manual, and policies and read them ? [ISO 9001:2000 4.2.1, 4.2.2, 4.2.3]
23
3
Have lessons learned from other related projects been considered in the engineering plan? [ISO 9001:2000 7.3.2]
24
3
Has the Contract Summary been completed?
25
3
Is there evidence of acceptance criteria being communicated and agree with the client.
26
1
Has an evaluation taken place for increase of remote eng content and reduce cost of engineering prior to project start? [ISO 9001:2000 6.2, 7.1]
27
1
Is the schedule based on deliverables?
28
3
Does the schedule include sub-contractor activities?
Total Raw
Question #
Possible Score
Question
Project Controls
1
3
Does the project plan include customer driven Project requirements? (i.e. monthly reports, schedule, etc…)
2
3
Does Project team exhibit an understanding of the scope of work?
3
3
Does Project team exhibit an understanding of the customer PO/Contract?
4
3
Does the resource plan identify resource PoCs within the project plan?
5
3
Is the Resource Plan and Schedule in sync? [ISO 9001:2000 7.1]
6
3
Does the schedule include customer inputs required for completion of Corporate deliverables? [ISO 9001:2000 7.1, 7.2.2, 7.2.3]
7
3
Has the project schedule been reviewed and approved by customer?
8
1
Are supplier lead times incorporated into the schedule.
9
3
Does the Project log reflect review of the reviewed estimate, the baseline in the financial system and the engineering plan [ISO 9001:2000 7.1]
10
1
Even if the project has not been through the first monthly review, are the Executive Summary and Project Summary Info tabs completed in the PoC?
11
1
Is the Invoice Plan consistent with Contract Requirements
12
3
Has the project createda deliverable control matrix consistent with the proposal/contract?
13
3
Does the internal engineering plan require information to control the engineering activities? (e.g.. Scope, hours, input/output documentation, schedule, quality/hse requirements, eng. skills etc.) [ISO 9001:2000 7.1, 7.3]
14
3
Are reviews planned and identified on schedule?
15
1
Do the original Factory Order & FAT dates match the schedule?
16
3
Is there a task code chargeability matrix for the team members?
17
3
Are there records that the Forecast Resource Plan been communicated to the functional organization? [ISO 9001:2000 7.1]
18
3
Does the project track progress against the scope of work quoted?
19
3
Does the project team demonstrate knowledge of the key commercial (consequential damages, dispute resolution, liquidated damages, performance guaranty, warranty requirements) aspects of the contract.
20
3
Has project looked for possible cost saving opportunities by utilizing affiliate labour?
21
1
Does the project make use of project storage by knowledge and solution binders [ISO 9001:2000 7.3.2]
22
1
Does the project team demonstrate knowledge of warranty and/or extended warranty for the contract?
23
3
Is the time associated with design execution in line with the schedule? [ISO 9001:2000 7.2.1, 7.2.2]
24
1
Did invoice milestones change from original proposal/estimate milestones after kick-off meeting?
25
3
Have hardware and software design freeze dates been identified in the schedule?
Total Raw
Question #
Possible Score
Question
Finance
1
3
Does PoC match for original booking and current?
2
3
Are the billing events in the financial system consistent with the project schedule?
3
3
Is the client paying according to the Terms &Conditions of the contract?
4
3
Do cost budget and revenue in financial system match with approved booking PoC?
5
3
Does PoC revenue in financial system match with customer PO?
6
3
Does warranty requirement flow down to suppliers?
7
3
Do other Terms and Conditions(T&Cs) that have financial implication flow down to suppliers?
8
1
Have 3rd Party resource requirements, timing and skills been communicated to Supply Mgt.?
Total Raw
# of Questions
Scores by Discipline
PM
PCO
Finance
Course Of Construction Insurance Quotes
Course Of Construction Insurance Quotes
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The Contractor Movie Wiki
The Contractor Movie Wiki
Small Business IT – Doing More With Less in 2009 – Part I
Introduction
In Part I of this two part article I want to cover a number of areas where you can make adjustments in your companies IT operations in 2009. There is no doubt that 2009 is going to be a difficult year for business. You can go into the New Year with one of two mindsets; “We’re going to stay the course and hope for the best” or “We will look at this economy as an opportunity to reinvent ourselves into a lean, agile, flexible, competitor in our market.” My goal is to have you see 2009 as a time of opportunity to find ways of doing the same, or more, with less. Make 2009 the year you use IT to make your company become a lean, agile, market competitor.
How many users are you providing services for 2009? – It will be very important to closely work with executive management to estimate the services your IT department is going to provide in 2009. Avoid overreacting to the current economic downturn and arbitrarily reducing IT staff without serious consideration of the costs involved in hiring replacements later. Replacing experienced staff later costs more than having retained the original staff. Layoffs are a last resort. Use them sparingly.
What contingencies are there to fill in the gaps? – If you have already reduced your workforce and find you suddenly have skills gaps, one way is to fill in with contractors. Just be sure to manage them carefully and avoid situations where your contractor’s time gets misused. Make certain that everyone in your organization understands that contractors are there for specific purposes. Keep your contractors on task so they can get your work finished quickly otherwise the cost of a contractor can quickly surpass the salary and benefits of the original staff they are filling in for.
What initiatives and projects are you going forward with in 2009? – Consider your companies needs and think in terms of rapid deployment. Any initiative that takes more than a quarter may need to be re-evaluated and shelved until such time as your company’s economy allows for creating a long-term strategy again. Right now, the sooner you can get a project completed and into production, the sooner your company can take advantage of its benefits. 2009 is going to be about which company’s are ready to take advantage in their marketplace and whether your company will be ready to act when the time is right.
Dam Your Bandwidth – Make sure that your business comes first, ahead of providing access to streaming audio & video, online shopping, etc. In the past, I’ve had clients ask me to troubleshoot a “slow” network that was nothing more than excessive Internet traffic. In one case, there were 16 users with live NYSE steams, 12 more users trying to stream full length movies, and 3 online gamers, all pulling on a single T1. As difficult as it is to limit personal Internet access, reducing personal use to short periods of time after the production day is over is a reasonable solution.
How Flexible is your Network? – Now is also a good time to look at how flexible your network infrastructure is. It is always a good idea to have a migration plan ready that can handle issues like a change in ISP, the relocation of your headquarters, the addition of a satellite office, or the spin-off of a division. Stay ahead of the game by having basic contingency plans drafted well ahead of time. Keep the lines of communication with executive management wide open so you can anticipate changes and are prepared to quickly and professionally adapt in 2009.
Restock Your Website – Take advantage of the New Year by updating your companies website to show the world that your organization is going into 2009 with a fresh new look and a positive outlook. From then on, be sure to keep everything on your company website fresh and informative. Create new reasons for people to want to revisit your site often. Setup links to your industries latest developments or any other links that will bring your current and future customers back to your site to see what’s developing. Use the power of the press release to your advantage by announcing everything positive happening in your company. In 2009, you’re going to need to find new ways to keep your market focused on your business.
Wiki This and Wiki That – A Wiki, the Hawaiian word for “fast,” is a webpage that anyone with access can contribute content to. Wiki pages are written in simplified HTML or WikiText. Businesses of all sizes are using Wiki’s. Ward Cunningham, developer of the first wiki software, WikiWikiWeb, originally described Wiki as “the simplest online database that could possibly work.” Examples of its use include Intranets and knowledgebase’s. Setup Wikis on your company’s internal network and use them to encourage management, users, vendors, and even your customers. Make Wiki’s a means of collectively defining your company’s direction and progress to everyone within the organization. Use Wiki knowledge to put everyone on the same page.
Summary
In Part II I will explore areas in the data center where costs can be reduced and value added.