Evaluating Business Process Change Projects


In evaluating business process change projects, the IS auditor should ensure that the change efforts meet the goals defined in the strategic plan, as well as the culture of the organization. The IS auditor should ensure that the organization has clearly defined the areas for review, and developed a project plan organization that will use proper project and change management processes.

The project plan should ensure that the goals of the business process re-engineering effort are met and fulfill organizational goals. The project should have a detailed plan with an assigned project manager who is experienced with business process re-engineering. A change-management team and plan should be established with mitigation plans for possible issues or problems during the re-engineering effort. The change-management team should assist the staff in transitioning to the re-engineered business process, as well as monitoring the project's progress toward the re-engineering goals and strategic plan.

As stated in the section "IS Project-Management Strategies and Policies" in Chapter 2, "Management, Planning, and Organization of IS," the IS auditor should look for the following risk indicators when auditing the business process re-engineering project:

  • BPR project leaders have insufficient domain expertise.

  • BPR project teams are unqualified to handle project size/complexity.

  • BPR project team members are dissatisfied.

  • The BPT project does not include input from all affected parties.

  • BPR project recipients are dissatisfied with project outcomes.

  • The BPR project has a high staff turnover rate.



Exam Cram 2. CISA
Cisa Exam Cram 2
ISBN: B001EEFNHG
EAN: N/A
Year: 2005
Pages: 146

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