Suchergebnisse

• eBook-Kapitel aus dem Buch Global Management Challenges for Internal Auditors

  International Professional Practices Framework – Overview of the current guidance of the Institute of Internal Auditors

  T. Flemming Ruud, Philipp Friebe, Daniela Schmitz, Shqiponja Isufi

  …different legislative and regulatory initiatives aimed at improving the Governance, Risk Management and Internal Control of an organization. The PPF has… …systematic, disciplined approach to evaluate and improve the effectiveness of Risk Management, Control, and Governance processes. Figure 2: Definition of… …perform audit engagements. In order to effectively help the board and the management, it is necessary that the Internal Auditors behave in a professional… …example, the Position Paper "The Role of Internal Auditing in Enterprise-Wide Risk Management" describes the role of Internal Audit within the scope of… …scope of the Internal Audit includes the systematic evaluation of the adequacy and the effectiveness of the Governance, Risk Management and Internal… …(previously Risk Man- agement). Standard 2120 relates to Risk Management (previously Internal Control), while Standard 2130 describes the tasks of Internal… …Technology Controls Controls that support business management and governance as well as provide general and technical controls over information technology… …Code of Ethics and the Standards with the senior management and the board. Standard 1111 demands that the Chief Audit Executive communi- cates and… …the strate- gies and objectives of the organization. According to Standard 2120.A2, when evaluating the Risk Management processes the Internal Audit… …specifies that when as- sisting senior management or line management in establishing or improving Risk Management processes, Internal Auditors must refrain…

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• eBook-Kapitel aus dem Buch Global Management Challenges for Internal Auditors

  Internal Audit Standards: Everything for Everybody

  Inta Ozolina

  …the management and owners? I do not think so. Does it make the compliance for smaller audit teams very hard if not impossible to obtain? Yes, it does… …... Even more so, in many companies the management and owners do not appreciate and simply cannot afford huge internal audit teams; the financial crisis has… …environment is split between internal and external auditors to ensure as much value added to the company management and owners as possible. Ozolina… …engagements and the management layers are very limited in small audit teams, thus making the compliance with the formal review requirements very hard to…

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• eBook-Kapitel aus dem Buch Global Management Challenges for Internal Auditors

  Audit Marketing

  Dr. Hannes Schuh

  …Unit (at management events) – transparent information on Internal Audit Unit (in the intranet) – informing employees of the audited organizational unit… …cept, the systematic preparation for management tasks transparently and where pos- sible to support these with examples. It also makes sense to show… …sense (the audit is per- formed by IA on behalf of top management), the audit is in a supply-oligopoly posi- tion because the Court of Auditors to some… …organization. 3.3 Market Management Task Based on the marketing definition of Kotler, the marketing management tasks in- clude the targeted selection… …, information) and the distribution channel (reporting processes, information media, etc.). The marketing management task can therefore be defined for the… …: Audit Advice Information Internal customers Top management level Customer and report addressee Overall view of the organization (Audit… …concerning risk management systems, internal control systems condensed view of systems and their potential; audit system Co n te n t o f i n… …, contribution towards the organization being fit for the future Improvement po- tential concerning corporate risk management, corporate govern- ance… …. – Internal Audit Unit’s technical knowledge covers the whole area of the audit universe. – IA is oriented towards the strategy of management, adds… …employees (“tour”, ca. every 3 years) o Information via external Quality Assessments (ca. every 4 to 5 years) o Change in the top management level o…

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• eBook-Kapitel aus dem Buch Leitfaden zur Prüfung von Projekten

  Audit Universe im Überblick

  DIIR – Deutsches Institut für Interne Revision e. V., Robert D�sterwald, Susanne Fries-Palm, Michael Peis, u.a.

  …dieser Regelungen in die Prüfung mit einbezogen werden. Beispiel: Arten von Prüfgegenständen auf dem Prüfgebiet Integrations management �… …Vgl. International Project Management Association (IPMA), Niederlande. ICB – IPMA Competence Baseline, Version 3.0, 2006, S. 60; vgl. Offi ce of… …laufen nacheinander ab und müssen vom leitenden Management freigegeben wer- den (Stage-Gate-Ansatz). Managementphasen und technische Phasen sollen… …die Dokumen- tation möglicher Verbesserungspotenziale für zukünftige Projekte. Die Projektphasen, sowohl die Management- als auch die technischen Pha-… …nagement-Spezialisten geprüft werden. Solche Prüfungen unterliegen den Empfehlungen für die Projekt Management Revision. Der Prüfung von Projektprodukten sollte eine… …V Ma na ge me nt - pr od uk te *) Projekt- mandat Business Case (Original) Vorlagen (Management- produkte) Pläne (Original) Business… …Projektmanagementpro- zesse des PMBOK (Project Management Body of Knowledge, Project Manage- ment Institute (Herausgeber)) angelehnt, wurde aber für prüferische Zwecke… …Projektorgani- sation 2. Integrations- management Projekt- mandat, Vorläufi ger Projektauf- trag, Offene- Punkte-Liste Projektplan, Projektstruk- turplan… …, Projekt- management- Plan, Bearbeitung der Offene- Punkte-Liste Projekt- leitungs- sitzungen, Lenkungs- ausschuss- sitzungen, Dokumen- tierte Ent-… …scheidungen, Offene- Punkte- Management Übergabe der Offenen Punkte an Linie Ideen für Anschluss- Projekte 9 Vgl. Deutsches Institut für Interne…

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• eBook-Kapitel aus dem Buch Accounting Fraud

  The Warning Signs of Fraud

  Prof. Dr. Klaus Henselmann, Dr. Stefan Hofmann

  …– Excessive pressure on management or operating personnel to meet financial targets set up by the board of directors or management – Need to obtain… …managers to meet higher-level management expecta- tions – Adverse consequences on lower-level managers if subsidiaries or divisions fail to meet budgeted… …, projected, or forecasted results – Overly unstable organizational structure (e.g., high turnover of senior management or board members) Fraud Case… …(monitoring of management, internal control components) – Ineffective board of directors or audit committee oversight over the financial reporting process… …– Directors with apparently little experience – Family relationships among directors and/or officers – Domination of management by a single person… …or small group without compensating controls – Ineffective internal audit department – Management and internal auditors exhibiting a… …controls over interim financial reporting) – Management override of controls – Ineffective IT department; ineffective accounting and information systems… …functions Fraud Case Analysis: Lessons Learned 271 (4.) Top management – Ineffective implementation, communication, or enforcement of the… …other laws and regulations (criminal record) – Claims against the entity, its senior management, or board members alleging fraud or violations of… …Fraud Case Analysis: Lessons Learned 272 (5.) Relationship between management and auditor – Frequent disputes with the current or predecessor…

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• eBook-Kapitel aus dem Buch Controlling und Corporate Governance-Anforderungen

  Anforderungen des Sarbanes-Oxley Act an das Interne Kontrollsystem der SAP

  Werner Brandt, Luka Mucic

  …IT bestand. Ab 2003 kam zu diesen Bereichen ergänzend die neu gegründete Abteilung Global Risk Management hinzu, in der SAP die Verantwort- lichkeiten… …alle wesentlichen „Stakeholder“ mit Umset- zungsverantwortung für Teilbereiche des SOX umfasste. Hierzu zählten neben Vertretern aus dem Management der… …, Investor Relations und IT. 2.2. Umsetzung der Anforderungen von SOX, Sec. 404: Das Projekt „Management of Internal Controls“ Den bei weitem größten… …Implementierungsaufwand innerhalb des Gesamtprojektes verursachte das Projekt „Management of Internal Controls (MIC)“. Ziel des Pro- jekts war die initiale Umsetzung der… …Finanzprozesse“ wie Controlling, Financial Reporting, Treasury, etc. bis hin zu den „Management Controls“ der SAP) mit einer dreistelligen Anzahl von… …bei SAP dem für die Prozesse verantwortlichen Management. Zwar untersucht auch die Interne Revision der SAP im Rahmen ihrer Prüfungen regelmäßig die… …ist das Management selbst (Leiter der operativen Bereiche der SAP AG, Geschäftsleitung der Tochtergesellschaften bzw. Vorstandssprecher und… …Finanzvorstand der SAP AG für die Bereiche „Corpo- rate Functions“ und „Controls over Management“, unterstützt durch die Testaktivi- täten von für jeden zu… …Prozesse mit hohem Quali- tätsanspruch. Der Gesamtprozess wurde daher seit 2003 zentral von der Abteilung „Global Risk Management“, unterstützt durch die… …Gestaltung einer ad- äquaten Organisationsstruktur. Hierzu wurde das innerhalb der Abteilung „Global Risk Management“ für die zentrale Koordination des…

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• eBook-Kapitel aus dem Buch Global Management Challenges for Internal Auditors

  The Financial Sector: Risks, Controls and Assurance after the Financial Crisis

  Daniel Nelson

  …management failures. 1 The Roots of the Crisis The macroeconomic aspects tell us the financial crisis was preceded by the culmi- nation of a long-lasting… …management. Nelson 94 For what concerns the underlying policies causes, three examples can be made. Ba- sically, the regulatory and supervisory… …situation. Lastly, risk management. One aspect is that risk management or risk mitigation has been viewed as more of a nuisance, more a need to adhere… …area in an entity. Nelson 96 It has also been reported that enterprise risk management (ERM) and the finance complex did not have adequate… …lesson-learned here is obvious: internal audit should review the risk management governance and op- erational arrangements, to ensure that there are no such gaps… …requirement compared to the 2006 charter. The second change in the 2009 charter is the new wording added to the risk management section which indicates that… …the audit committee is not the only body responsible for oversight of AIG’s risk assessment and management. The 2009 charter also goes on to state… …management. 5 Four more steps In closing, I want to suggest the following four specific areas to be considered for audit work by internal audit. As… …mentioned, risk management will certainly be an area to focus internal audit’s attention on; admittedly, the current crisis involved both external risks and… …the fact of receiving public funds. We discussed earlier that the misalignment between risk management and compen- sation policies was also seen as one…

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• eBook-Kapitel aus dem Buch Leitfaden zur Prüfung von Projekten

  Entwicklung eines Prüfprogramms für Projekte

  DIIR – Deutsches Institut für Interne Revision e. V., Robert Düsterwald, Susanne Fries-Palm, Michael Peis, u.a.

  …Überschneidungsfreiheit aller Ebenen � Vollständigkeit in Bezug auf die wichtigsten Prüffelder (z. B. in der Pro- jekt Management Revision nach DIIR-Standard Nr. 4) und… …Government Commerce, United Kingdom. Managing Successful Projects with PRINCE2, 2009; Project Management Institute, USA. A Guide to the Project Management… …Body of Knowledge (PMBOK Guide) Fourth Edition, 2008; Inter- national Project Management Association (IPMA), Niederlande. ICB – IPMA Competence Baseline…

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• eBook-Kapitel aus dem Buch Global Management Challenges for Internal Auditors

  Governance Works, in Principle

  Neil Baker

  …corporate governance in the financial sector. There was much talk about the need for banks to improve their modelling and their risk management practices… …financial controls and systems of risk management are robust and defensible.” Some bank boards have arguably failed to meet either of those principles. But… …mindless box-ticking. 3 What About Management? And what of senior executive and management performance? A recent report from an all-party parliamentary… …recently about the risk of companies fracturing into “organisational silos” based on highly techni- cal management functions. Poorly run companies often… …prepare to ask ourselves some serious questions,” says Institute President Philip Ratcliffe. “The most basic objective of risk management is not… …departments, and boards which gave serious contemplation to the demands of good governance and risk management, have almost overnight gone to the wall.”…

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• eBook-Kapitel aus dem Buch Accounting Fraud

  Case 29: Infomatec (Germany, 2000)

  Prof. Dr. Klaus Henselmann, Dr. Stefan Hofmann

  …. Share- holders that had acquired Infomatec shares after the release of the incorrect publica- tion sued Infomatec as well as the company’s management team… …shareholders. The disclosures have a particular importance for both groups, since at the time of the notification only management has the details of this… …management team, not all of them were successful. However, in its famous “Infomatec decisions”, the German Federal Supreme Court (BGH) ruled in 2004… …for the first time that members of the management board of a public corporation can be held personally liable to shareholders for intentionally issuing… …investigation, and in October 2000 a search order was issued for the offices of Infomatec and the pri- vate homes of the management team. The managing banks…

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