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

  Continuous Auditing: Myth and Reality

  Adrian Garrido

  …conceptual models not being just appearance but having real results in management improvements. Continuous Auditing has traditionally been defined as the… …, two more can be added: – First, at some point in the future the management could consider that the monitor responsibility is theirs and not that… …selecting what is truly relevant. And what is, to a great extent, the most relevant information for a business? The minutes of the Management Committees… …, Regulatory reports, Management Infor- mation, presentations of new projects, new in the press, the minutes of our meetings with the various business areas…… …retrieve relevant information for each of these units. Once again, we are not speaking of complex applications; but rather of a documen- tary management… …and level of importance, for example: – Periodic analysis of management information – Periodic or specific meetings with Management – Focused… …great detail the business, maintaining a fluid line of communication with Management and using technology in an intelli- gent manner.…

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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 Global Management Challenges for Internal Auditors

  Doing More with Less

  Neil Baker

  …against the budget cuts. He told senior management at the mining company where he is the head of internal audit that pruning audit resources in a downturn… …wouldn’t wait for senior management to come to me and say, ‘We are all contribut- ing toward cost cuts: It’s your turn,’” LaTorre says. Fucilli agrees. “Be… …audi- tors from other departments. 4. Do not go it alone. Remain in direct, constant communication with the audit committee and management so that you…

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

  Performance Measurement and Controlling of Internal Audit – More Than Just a Measurement Problem

  Dr. Andreas Langer, Andreas Herzig, Prof. Dr. Burkhard Pedell

  …division in Germany and heads up the Internal Audit and Controls Assurance divisions; Prof. Dr. Burkhard Pedell is a Full Professor of Management Accounting… …. The conceptual implementation of performance measurement and controlling (also referred to as performance management) has already been debated very… …risk management, controls and the man- agement and monitoring processes, using a targeted approach, and helps to improve these (Deutsches Institut für… …Interne Revision e.V. (2005), p. 35).” In addition to traditional controlling functions, these include subjects such as reviewing the risk management… …reports directly to the implementing management in a two- tier system and not, for example, to the supervisory boards. Therefore, an effec- tive assessment… …of upper management and the management processes could be significantly impaired under certain circumstances, due to the balance of power. However… …, particularly in this position, internal audit could contribute to adding value to the company, e.g. by expanding management audits. The internal audit… …appropriately. Therefore, intelli- gent communication is just as much a part of successful management of internal audit as the service performance itself. In… …involvement of the customer, et al. is required (e.g. management, supervisory bodies or also every audited party). Com- pliance questions are very complex in… …gain additional security from the review. Therefore, internal audit must position its own services better with management and with the audited parties…

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

  Internal Auditor – Generalist or Specialist

  Dr. Heinrich Schmelter

  …. ___________________ 73 Dr. Heinrich Schmelter has been working in management functions for 30 years (audit, con- trolling and IT), in the automobile industry. 74… …audit methodology 3. Internal control and risk management knowledge 4. Internal audit experience 5. Financial knowledge 6. Technology knowledge 7. IT… …also currently aimed at, of being an advisor, collegial, persuasive powers also count, rather than “superior assertion using borrowed management powers”… …clerical level must be able to soundly communicate his/her critical findings and recommendations to a management board member. 2.3 General Leadership… …auditors, as well as audi- tors, must be able to deal confidently with management staff at all levels, right up to the management board.78 With… …Risk Management Knowledge Internal control and risk management include specific specialist knowledge, which can only – and almost exclusively – be… …found in the internal audit department within companies. In accordance with the prime internal audit function of supporting the management board in its… …. Because neither internal control, nor risk management are common (university) education subjects, these specific professional requirements essentially need… …so high, that such an “ideal auditor” can usually only be “kept” at the management levels of internal audit. In fact, during the course of the… …the expectations of the management board, as the internal audit cli- ent, all auditors, but particularly the internal audit manager, need to have a…

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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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• Zukünftige Arbeitsschwerpunkte der Betriebsprüfer aus internationaler Sicht

  …bestanden diese in einer umfassenderen Dokumentation. Empfehlenswert sind überdies ein proaktiveres Management sowie eine detaillierte Analyse der bestehenden…
• eBook-Kapitel aus dem Buch Leitfaden zur Prüfung von Projekten

  Einleitung

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

  …, welches das Auf- gabengebiet Projekt Management Revision erstmalig ganzheitlich, basierend auf international anerkannten Projektmanagement-Methoden… …Prüfungsleiter und Prüfer, die das Management von Projekten untersuchen. Die Zielgruppe sollte mit den Grundlagen des Projektmanagements vertraut sein…
• eBook-Kapitel aus dem Buch Leitfaden zur Prüfung von Projekten

  Grundlagen zur Prüfung von Projekten

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

  …Beauftragung und Durchführung Quelle: Eigene Darstellung. Auftraggeber Durchführung Intern (Management) Extern (Kunde) Intern Internes Projekt… …dokumentiert werden. Für das Projektmanagement erwachsen daraus zusätzliche Anforderungen. Für eine Projekt Management Revision bedeutet dies, dass ein… …Prüfung von Projekten 2.5 Anforderungen an die Prüfer der Projekt Management Revision Die Prüfung des Projektmanagements stellt eine komplexe Form der… …Ma- nagement-Revision dar. Die Erhebung der Fakten kann zwar bei einer Pro- jekt Management Revision ebenso standardisiert durchgeführt werden wie bei… …, umfangreiche und fundierte Erfahrungen im Projekt- management selbst oder aber tiefgreifende Kenntnisse in der allgemeinen In- ternen Revision und den…

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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 Düsterwald, 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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