Audit-l is sponsored by Audit Leverage by IAD Solutions, Inc. Audit Leverage is a department management software package that integrates and automates the entire audit process. This comprehensive package includes risk assessment, audit planning, budgeting, staffing, scheduling, timekeeping, automated work papers, audit findings & recommendations, reporting and audit follow-up. Audit Leverage allows auditors in the field to work off-line and dial in to synchronize their work with the Audit Leverage database on the network, enabling managers to review the work papers instantly without being at the job site.
Demo available at www.auditleverage.com *************************************** Two indicators that we use that are not really mentioned but may help are: Timely issuance of reports Value of operational/financial cost savings/reductions/recommendations > -----Original Message----- > From: [EMAIL PROTECTED] > [SMTP:[EMAIL PROTECTED]] > Sent: Friday, April 05, 2002 8:54 AM > To: [EMAIL PROTECTED] > Cc: [EMAIL PROTECTED] > Subject: Re: Internal Audit key performance indicators > > Audit-l is sponsored by Audit Leverage by IAD Solutions, Inc. > > Audit Leverage is a department management software package that integrates > and automates the entire audit process. This comprehensive package > includes risk assessment, audit planning, budgeting, staffing, scheduling, > timekeeping, automated work papers, audit findings & recommendations, > reporting and audit follow-up. Audit Leverage allows auditors in the > field to work off-line and dial in to synchronize their work with the > Audit Leverage database on the network, enabling managers to review the > work papers instantly without being at the job site. > > Demo available at www.auditleverage.com > > *************************************** > > > In my opinion, the audit department should not be judged by the number of > frauds uncovered. While the audit department is responsible to be alert > for fraud, it is my understanding that looking for fraud is not the > primary > focus. In addition, while the audit department makes recommendations to > strengthen internal controls, it is management's decision whether to > implement those recommendations since they own the affected processes. > Thus, the number of frauds discovered could be included as a performance > measure in evaluating management, but I do not think it would be an > appropriate measure of performance for the audit department. These > statements are just my opinion and I welcome other opinions. > > > > > > Sharon Haapala > > <[EMAIL PROTECTED]> To: > [EMAIL PROTECTED] > Sent by: cc: > > [EMAIL PROTECTED] Subject: Re: Internal > Audit key performance indicators > ditnet.org > > > > > > 04/05/02 07:11 AM > > > > > > > > > > At 01:45 PM 4/5/02 +0200, you wrote: > My Boss who is the CEO would like me to come up with key performance > indicators against which h would measure my performance. > > In my proposed indicators l have included such things as no > of reports, recommendations implemented, budget performance, > achieving > set > plan etc. This to him is not sufficient and he wants me to include > such > things as No. of frauds unravelled compared to previous years in > dollars and > quantity terms, reported against those determined by audit, etc. Can > you > suggest more indicators for me please. > > I'd be very interested in hearing more ideas in this area. Some of the > indicators mentioned above make me a bit nervous. I'm a university > auditor, and some years I may not complete as many audits as other years, > simply due to the nature of the audits - how long they take, complicated > issues that might arise. Similarly, I don't find fraud every year - we're > a small university that has excellent internal controls and audit trails. > If I had fewer audit reports issued and no frauds, would that mean I'm > doing poorly? > > Just food for thought - please share any info you receive. > Sharon > > > > ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ > Sharon J. Haapala, CIA, Auditor > Internal Audit Department > Michigan Technological University > 906-487-1994 > ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ > > > > > > > > > If your organization would like to sponsor this discussion list send an > e-mail to [EMAIL PROTECTED] for information. > > To unsubscribe to the Audit-l list send an e-mail to > [EMAIL PROTECTED] Leave the subject line blank and include the > following message in the body: > Unsubscribe audit-l (yourname) > > Thanks, > Jim Kaplan > List Manager If your organization would like to sponsor this discussion list send an e-mail to [EMAIL PROTECTED] for information. To unsubscribe to the Audit-l list send an e-mail to [EMAIL PROTECTED] Leave the subject line blank and include the following message in the body: Unsubscribe audit-l (yourname) Thanks, Jim Kaplan List Manager
