Question

As an accountant, describe your possible roles in the system development project committee. Elaborate your answer

Answer 1

The iAccounting iOfficer ihas ia ikey irole iin ithe isystem iof iaccountability ifor ipublic imoneys. iThis iMemorandum ihas ibeen iprepared ito ihelp iAccounting iOfficers iunderstand itheir iduties iand ito iprovide ia isource iof ireference. itraces i ithe i iorigins i iof i ithe i iAccounting i iOfficer’s i irole i iand i idescribes i ithe i istatutory i iprovisions, i iand i ithe i iprinciples i iand i iconventions, i irelating i ito i iit. i iIt i isets i iout i ithe i iduties i iof i ithe i iAccounting i iOfficer i iin i igiving i ievidence i ibefore i ithe i iPAC, i iand i idefines i iterms i iused i iin i ithat i iconnection; i idiscusses i iother i imatters i ion i iwhich i iAccounting i iOfficers i imay i ibe i irequired i ito i igive i ievidence iin iaddition ito itheir iAppropriation iAccounts iand iother iaccounts ifor itheir iown iarea, i iand iconsiders itheir irole ivisa-vise iState ibodies iand itheir iCEOs. iFinally, iit ipoints ito iparticular ifeatures iof ithe iAccounting iOfficer’s irole.

responsibilities i iof i iAccounting i iOfficers i ias i ilaid i idown i iin i iPublic i iFinancial i iProcedures i iare i ias i ifollows: i i i

1. The isafeguarding iof ipublic ifunds iand iproperty iunder ihis ior iher icontrol.

2. The i iregularity i iand i ipropriety i iof i iall i ithe i itransactions i iin i ieach i iAppropriation i iAccount i ibearing ihis ior iher isignature

3. iEnsuring ithat iall irelevant ifinancial iconsiderations iare itaken iinto iaccount iand, iwhere inecessary, i ibrought i ito i ithe i iattention i iof i ithe i iMinister i iwhere i ithey i iconcern i ithe i ipreparation iand iimplementation iof ipolicy iproposals irelating ito iexpenditure ior iincome ifor iwhich ihe ior ishe iis iAccounting iOfficer. i

4. Economy iand iefficiency iin ithe iadministration iof ithe iDepartment. i iThis iincludes iensuring ithat ithere iare iadequate ifinancial imanagement isystems iin iplace ito isupport ithe iproper iadministration iof ithe iDepartment iin ian ieconomic iand iefficient iway. i

5. The i i iadequacy i i iof i i iarrangements i i iwithin i i ithe i i iDepartment/Office i i ito i i iensure i i ithe i i icorrectness i iof i iall i ipayments i iunder i ihis/her i icontrol i iand i ithe i iprompt i iand i iefficient i irecovery iand ibringing ito iaccount iof iall ireceipts iconnected iwith ithe iVote, ior iwith iany ifund ifor iwhich ithe iDepartment iis iresponsible. i

6. Ensuring ithat iDepartment iof iPublic iExpenditure iand iReform isanction ifor iexpenditure ihas ibeen iobtained iand ifor ithe imaintenance iof ia icentral irecord iof iboth idelegated iand ispecific isanctions. i

7. Responsibilities i ifor i iinternal i iaudit, i iincluding i iregularly i ireviewing i ithe i iinternal i iaudit i ifunction i ito i iensure i ithere i iis i ithe i idesired i iquality i iof i iassurance i ion i ithe i iadequacy, i ireliability iand iefficiency iof ithe iDepartment’s iinternal icontrol isystem. i

8. Responsibilities iin irespect iof iGrants-in-Aid ito ioutside iagencies, iparticularly iin iregard ito ithe iconditions iof ithe igrant, ithe isubmission iof iaccounts iand ibeing isatisfied ithat ithe iaccounting isystems iand iorganizational iarrangements iof ithe igrantee iare iadequate ito iensure ithe iproper iadministration iof ithe imoney. i

9. Ensuring i ithat i ithere i iis i ia i iclear i iframework i ifor i icontrol i i(including i ifinancial i ireporting) i iand i iaccountability i ifor i ipublic i ifunds i iin i ibodies i ioperating i iunder i ithe i iaegis i iof i ithe i iDepartment. i

10. Accounting i iOfficers i iare i irequired i ito i iinclude i iwith i ithe i iAppropriation i iAccount i ifor i itheir i iDepartment/Office i ia i istatement i ion i itheir i iorganization’s i isystems i iof i iinternal i ifinancial i icontrol.

When iyou’re imanaging ia iproject, ito imeet iyour iproject iobjectives, iyou ineed ithe iright ipeople ion iboard—and ithey imust ihave ia iclear iunderstanding iof itheir iroles.

1. Sponsor

The isponsor ichampions ithe iproject iat ithe ihighest ilevel iin ithe icompany iand igets irid iof iorganizational iobstructions. iShe ishould ihave ithe iclout ito icommunicate ieffectively iwith ithe iCEO iand ikey istakeholders, iprovide inecessary iresources, iand iapprove ior ireject ioutcomes. iIt’s ialso iimportant ithat ishe ihave i“skin iin ithe igame”—in iother iwords, iaccountability ifor ithe iproject’s iperformance.

2. Project iManager

The iproject imanager iidentifies ithe icentral iproblem ito isolve iand idetermines, iwith iinput ifrom ithe isponsor iand istakeholders, ihow ito itackle iit: iwhat ithe iproject’s iobjectives iand iscope iwill ibe iand iwhich iactivities iwill ideliver ithe idesired iresults. iHe ithen iplans iand ischedules itasks, ioversees iday-to-day iexecution, iand imonitors iprogress iuntil ihe ievaluates iperformance, ibrings ithe iproject ito ia iclose, iand icaptures ithe ilessons ilearned. iThe iproject imanager ireceives iauthority ifrom ithe isponsor. iIn imany irespects, ihe’s ilike ia itraditional imanager ibecause ihe imust:

1. Provide ia iframework ifor ithe iproject’s iactivities

2. Identify ineeded iresources

3. Negotiate iwith ihigher iauthorities

4. Recruit ieffective iparticipants

5. Set imilestones

6. Coordinate iactivities

7. Keep ithe ivision iclear iand ithe iwork ion itrack

8. Make isure ieveryone ion ithe iteam icontributes iand ibenefits

9. Mediate iconflicts

10. Make isure iproject igoals iare idelivered ion itime iand ion ibudget

3. Team iLeader

Large iprojects imay iinclude ia iteam ileader, iwho ireports idirectly ito ithe iproject imanager. iIn ismall iprojects, ithe iproject imanager iwears iboth ihats. iThe iteam ileader icannot iact ilike ithe iboss iand istill iobtain ithe ibenefits iof iteam-based iwork. iInstead, ihe imust iadopt ithe ifollowing iimportant iroles:

1. Initiator. iRather ithan itell ipeople iwhat ito ido, ithe ileader idraws iattention ito iactions ithat imust ibe itaken ifor iteam igoals ito ibe imet.

2. Model. iHe iuses ihis iown ibehavior ito ishape iothers’ iperformance—by istarting imeetings ion itime, ifor iexample, iand ifollowing ithrough ion ibetween imeeting iassignments. iLeaders ioften irely iheavily ion ithis itactic, isince ithey itypically icannot iuse ipromotions, icompensation, ior ithreats iof idismissal ito iinfluence iteam imembers.

3. Negotiator. iHe igets iwhat ihe ineeds ifrom iresource iproviders iby iframing ithe iproject ias imutually ibeneficial.

4. Listener. iHe igathers ifrom ithe ienvironment isignal iof iimpending itrouble, iemployee idiscontent, iand iopportunities ifor igain.

5. Coach. iHe ifinds iways ito ihelp iteam imembers imaximize itheir ipotential iand iachieve iagreed-upon igoals. iCoaching iopportunities iare iabundant iwithin iteams ibecause ithe iskills imembers ieventually ineed iare ioften iones ithey idon’t ialready ihave.

6. Working imember. iIn iaddition ito iproviding idirection, ithe ileader imust ido ia ishare iof ithe iwork, iparticularly iin iareas iwhere ihe ihas ispecial icompetence. iIdeally, ihe ishould ialso itake ion ione ior itwo iof ithe iunpleasant ior iunexciting ijobs ithat ino ione ielse iwants ito ido.

4. Team iMembers

The iheart iof iany iproject, iand ithe itrue iengine iof iits iwork, iis iits imembership. iThat’s iwhy ibringing itogether ithe iright ipeople iis iextremely iimportant.