can a project manager be responsible for auditing their own project performance metrics? Why or why not!?
157228
If the metrics are being produced by some-one on the project team other than the project manager - perhaps a "project controls" person, then I would accept the project manager to perform some level of audit to ensure the data he's getting is appropriate.\n\nThere could still be another level audit/review, probably by the project sponsir, if the project has a high enough risk associated with it.\n\nIf the project manager is producing their own metrics directly, then it would seem to make less sense that they would formally audit their own work, but of course they would be checking their own calculations.
785964
The surveyor is bound not only by ethics, but also by statute to correctly measure and report the actual field conditions.  These measurements will be used to calculate payments for construction.  There really should be no need for a discussion.  A  professional surveyor should never alter his measurements.  It is not a surveyor's responsibility to help his client, only to report the facts.  Also, once you start fudging numbers, you never really know what's good and what's not and is not professional.\n\nOn big projects, both the owner and contractor often have their own surveyors, with the owners surveyor checking the others work.
503859
I don't think it matters if they all do - it's a question of should you have one, or does the PM you're interested in hiring have one.\n\nIn either case, just because you have a qualification/certification, doesn't mean you're any good as a project manager, but it should mean you have a basic understanding of the tools and techniques involved, and you are familiar with project management terminology etc.
34558
Where I work operations management is audited as it relates to money flow and inventory control.  This is just standard accounting practice.
528089
There are many types of audit that can be conducted, Financial, Operational, Strategic etc. However, most of the auditing is done by firms of accountants contracted by the company or organisation for the task. This is called an External Audit, i.e., the Audit is performed by an auditor from outside the comapny.\n\nMany major companies, and organisations (Government and not-for-profit) employ accountants and others in what is called an Internal Audit department (or Division or unit or Section) to improve their internal corporate governance and to reduce the costs of external audit. The internal Auditors should hold qualifications and have the experience necessary to effectively perform their role, and the IA department should report directly to the Board of Directors on all issues.\n\nThe purpose of internal audit is dependant on the focus of the audit being undertaken. This can range from investigation of financial losses, poor profit performance, waste and waste reduction, to environmental management and compliance and to post implementation of major programs.\n\nThe short answer to your question is:\n"An independant, objective assurance and consulting activity designed to add value and improve an organisation's operations. It helps an organisation to accomplish its objectives by bringing a systematic, disciplined approach to evaluate and improve the effectiveness of risk management, control and governance processes."
17181
Try this link below.  You might be able to find something.  If not, then Microsoft Office Project is a really good Project Management tool.
525328
Been there. I found that I had to document everything my boss asked me to do in an email, so that when the project went wrong, I could explain my situation. I'd write the email to my boss detailing what she wanted me to do (I'd say something like, "Just to be sure I understand you correctly...") and tactfully explain why I didn't think it was the best course of action. \n\nBasically, it was a CYA thing. But, people like that eventually get found out. If you like other aspects of your job, you might just try to hold out until she is discovered to be incompetent. But that takes time. And patience.
448742
It's supposed to help give you benchmarks, so that you know on paper where management perceives your strengths and weaknesses are and then ideally (if you have a good management team) steer you towards how to take your performance to the next level in your position. It also gives you an opportunity to rebut anything formally, so if you feel that you're being treated unfairly or your performance isn't being recognized for it's true value you can put that to writing and if there is a huge discrepency between your perception and your manager's then HR or the Owner or someone can hear both sides.  They shouldn't be anything but good for you, if you're doing your job correctly and if you have a good manager.  It's very good to go in prepared though with what you feel are your acoomplishments for theperiod being reviewed, because as idealistic as I just made it sound, there will be managers that take credit for your work, there will be stuff you did that get's "overlooked" because there just  isn't enough budget to give you the raise that the work warrents.  It really is done to help you though, if done correctly
560620
External auditors should not have a role in any leasing arrangement, that is the role of management.\n\nThe only involvement I can see would be in helping a company determine if a lease was a capital or operating lease.  There are very specific rules as to how leases should be recorded in the financial records of a company.  The terms of the lease agreement will dictate how it should be recorded in the financial records.\n\nBecause auditors review leases on a regular basis and should be familiar with the accounting rules, an auditor may be asked their opinion as to the proper treatment of a lease before the lease is entered into.  This could help stop the company from entering into a lease that could negatively impact the company's financial statements or tax returns.
256792
Transactional accounting is about recording the financial events of the business according to acceptable practices.  The accuracy of those records is important, even critical.  However, they aren't the managerial tool the organization needs or wants.  The purely financial representation and analysis of business results doesn't tell the full story.  While marketing is an "expense" under financial accounting treatment, managerially it is an investment.  There are other such examples of scorekeeping versus results measurement.\n\n\nBusinesses need both scorekeeping and results.  Businesses get results from gaining a managerial understanding and perspective on the numeric representation of the business.  Businesses also must recognize information beyond the numbers.  There are events, factors, and decisions that aren't captured real-time by the financial results.  The organization which has the capability to address the non-financial aspects of the business in the context of their ultimate impact on financial performance is the one that will be able to generate significant financial results.\n \n\nEvery activity in the organization ultimately generates cash, uses cash, or both. The results are either direct or indirect from each activity.  For instance, manufacturing a product is a direct use of cash for raw materials, purchased parts, and labor. The ordering of the raw materials and purchased parts is not directly related to the conversion into a finished good - but is a necessary activity to the organization.  The purchasing and manufacturing processes both play a role in producing a product for sale.  Both use cash.  Both ultimately contribute to generating cash.  Either process executed poorly impacts the sales process and the bottom-line.\n\n \n\nThis becomes the question:  what is the measure of results for each group?  How is purchasing performance measured?  What metrics does manufacturing have to meet?  How are sales people evaluated?\n\n \n\nNumbers should be incentives to perform and a means of identifying results.  The results measured must be meaningful to the business and to the performer.  When members of the organization view accounting measures as an obstacle and not as a tool for achieving results, setting priorities, and measuring performance, then it is time to reevaluate how the numbers are being used and determine how to generate relevant metrics which drive the organization forward.  Relevant metrics are necessary; merely keeping score doesn't benefit the organization.
287205
You can downlaod a free manager performance review here: http://www.restaurantowner.com/public/353.cfm
217724
i think its necessary to monitor employees who go to yahoo answers during company time. (i'm guilty of that too..lol)
225852
A number of organizations have developed what they call project management maturity models, which attempt to gage how "mature" an organization is in terms of its project management skills.\n\nSome of these you have to buy, others you can just read about.  I've linked to three below.
234206
If you're talking about the PMP certification from PMI, it lets people know that you have some PM experience, and that you are familiar with PMBOK and with PM best practices.\n\nWhether this means you're an effective project manager or not is a different question.  Just because you have your PMP doesn't mean you're any good - but it does mean you can speak "the language".
215432
review your processes and technology.  business within a company normally follows some sort of flow (hopefully!).  i have used a flow diagram to get a sense of how things are happening.  most times you will need to interview employees to hear directly how they are doing their jobs (sometimes what you think might be happening isn't)\n\nafter you've done the audit, you can often times spot redundancies or inefficientcies.  this can apply to all parts of your business - from personnel workflow, to technology to...  absolutely anything that is part of a process.
345568
Here some characteristics of a good project manager.  Think about how you can show that you excel in these areas :\n\nLeader.\nCommunicator.\nFacilitator.\nNegotiator.\nProblem solver.\nCreative.\nAble to balance multiple priorities.\nAble to see “the big picture”.\nDetail orientated.\nIntegrator.\nAble to make decisions.\nGood understanding of project environment.\nGood understanding of project management tools and techniques.\nFlexible.\nAble to delegate.\nAbility to influence.
265160
Assess yourself as to what was your task and what you have achieved.  If you have any assignment, think what efforts you are putting in its discharge.  Don't depend on the present speed of your efforts, always continue to accelerate speed of your efforts towards best, fast and results oriented. You will know yourself well and find where you stand, thus you will need no opinion about you from others.  Your above question reveals that you are a good accountable and responsible person.  Good Luck.