IT Due Diligence Questions 300 questions DD0001 (61 pages)

A quite comprehensive IT Due Diligence questionnaire for the transition of IT functions. Over 300 questions.

A key element to IT due diligence success, is taking every step possible to understand your company’s objectives in acquiring a new company before you make an on-site visit. You also need to know if there are key assumptions pertaining to the company, specifically as they relate to the company’s technological capabilities or dependencies. 

Establish your identity
Before you visit the company, you should establish an appropriate identity for yourself and the purpose of your visit. Employees at companies being acquired can react to an IT due diligence visit various ways. While management at some organizations may be comfortable publicizing that the company is exploring a merger and a due diligence team will be visiting, others keep this data under tight wraps and don’t alert employees until the last minute. After all, if the merger falls through, the company may have opened up everything about its organization to its chief competitor.

Typically, the company being evaluated requests that IT due diligence teams visit “anonymously.” To do so, you must develop a strategy with the senior management of the company you’re visiting to establish an appropriate identity and purpose for the visit. I’ve often visited under the guise of a consultant who has been brought in to conduct an IT assessment for the company.

Review objectives and go in with a plan
Before you go on-site, create an initial plan of attack. Break the IT due diligence into seven parts. Every interview and review must consider these issues:
 

1. Current IT operation
2. Risks and risk avoidance plans
3. Financial plan (expected cost and budget to continue operation)
4. Capital investment requirements
5. Leverage opportunities and recommended plans
6. Transition plan
7. The IT due diligence report

Start high and work your way down—it always helps to have senior-level management perspective first. I always begin interviewing at the highest level possible and work my way down. Every interview will generate new questions and identify issues that you’ll need to validate or better understand. Your on-site visit needs to provide you with sufficient information that - Defines how you will operate IT after the merger; Identifies the operating costs required; Defines major investments and initiatives required ; Identifies all key risks so you can plan risk avoidance initiatives.

This sample doument from Conuslting Cloud will assist you to conduct an effective IT due diligence process.

 

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