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Audit of Innovation Management
Appendix A - Management Action Plan
| Internal Audit Recommendations |
Management Response to Recommen-dation | Action(s) to be undertaken | Estimated Completion Date | Responsibility |
|---|---|---|---|---|
| 1. A rigorous reporting mechanism should be developed to support active monitoring and challenge role. | In agreement | Beginning in 2012-2013, the Project Management Office (PMO), reporting to the DG Strategic Planning, Infrastructures and Operations Branch (SPIOB), will monitor progress on major innovation using a dashboard and rigorous reporting tools. | Q1 2012-2013 |
DG SPIOB |
| Beginning in 2012-2013, the Chairs of the Business Operations Committee (BOC) and the Senior Management Committee (SMC) will ensure the challenge function is exercised. | Q1 2012-2013 |
Chairs of the BOC and SMC | ||
| The Corporate Secretariat will be responsible for documenting the challenge function and related decisions. | Q1 2012-2013 |
Corporate Secretariat | ||
| 2. An infrastructure and capacity for change management and project management, aligned with LAC ’s needs, should be developed to support project managers and to demonstrate sound stewardship in project delivery at LAC. | In agreement | The DG, SPIOB, will present options for project management and change management to the BOC, who will make a recommendation to the SMC in Q4 of 2011-2012. | Q4 2011-2012 |
DG SPIOB |
| The chosen model should be in place for Q2 of 2012-2013. | Q2 2012-2013 |
DG SPIOB | ||
| In 2012-2013, the PMO will supply procedures and tools to support consistent project management, and will offer formal training and awareness sessions to staff. The PMO will also monitor progress on major projects. | Q1 2012-2013 |
DG SPIOB | ||
| 3. The risk-management process for innovation initiatives should be reviewed regularly and documented appropriately to ensure that significant risks are considered, monitored and mitigated with appropriate measures. | In agreement | The risk management process will be integrated in the project management model. | Q2 2012-2013 |
DG SPIOB |
| Director Generals will ensure that risks, in their business areas, are well documented, mitigated with appropriate measures and reviewed regularly. | Q1 2012-2013 |
DGs | ||
| The DG, SPIOB will ensure that training, in project risk management, is available to staff and will monitor risk through the dashboard. | Q1 2012-2013 |
DG SPIOB | ||
| 4. Implement a strategy for managers and executives to support continuous communication and engagement of staff with respect to modernization. | In agreement | The DG, Communications will develop a comprehensive internal communication strategy with supporting tools to help managers and executives with staff engagement. | Q3 2012-2013 |
DG, Communications |
| Director Generals, Directors and Managers will use these tools to ensure continuous engagement and communication with staff. Director Generals will put in place good management practices to promote open communication. | 2012-2013 | DGs | ||
| The Director of Human Resources will assess the need to offer training to managers and executives to help them engage their staff. | 2012-2013 | Director HR |
