My Python Journey, Part 3

In my first Python post, I described the first steps of my python journey.

In my second Python post, I shared my thoughts about whether auditors could learn programming and Python (yes).

In this third post of the series, I want to describe how my audit management has supported my Python journey (spoiler: poorly).

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Mack-the-Auditor Gets Audited! Part 2

This is the second of 3 posts; this post describes the audit, some speed bumps, and the audit results.

Read the first post here, which provides the background on the audit and the audit’s scope.

Mack-the-Auditor Gets Audited! Part 1

Usually, I’m the one doing the auditing, but this time, I (Mack) was the one who was audited.

It was a great experience for me.

Well, sort of. No one likes being audited (ahem). But it gave me a fresh perspective of how others feel when I audit them.

This is the first of 3 posts; this post contains some background info on the project that was audited, and the second one discusses the audit and the results, and in the third post, I describe my perspective on the whole thing, and some takeaways.

5 Things We Need from ACL in 2018

Here’s the 5 things I’m hoping will change in 2018 regarding ACL.

They are all related to each other and feed off each other…

Interesting.

IIA Analytics Article Dead Wrong

A recent IIA article on building an analytics function in internal audit is dead wrong.

At least on one major point, anyway. And it’s a big one.

As the tombstone reads, this point is D.O.A (dead on arrival, or more specifically, dead on analytics).

The article, Building a data analytics program, requires IIA membership to view, and is located at https://iaonline.theiia.org/2017/Pages/Building-a-Data-Analytics-Program.aspx (that’s actually good, as it means a lot fewer people will ever read it).

No Analytics, No Audit Department

If YOUR audit department doesn’t embrace data, analytics, and automation eventually, your audit department will NOT exist.

No data, no analytics. No analytics, no automation. Eventually, no audit department.

Editor Note: This post really applies to all departments in a company, but mainly I’m addressing auditors, but you might want to read between the business lines….

By embrace, I don’t mean have one or two auditors working on this. I mean the entire department.

Before you cite all the regulatory requirements mandating the existence of an audit department in companies, having an audit department in name only won’t cut it.

Having an inept audit department will not be acceptable to regulators, and it shouldn’t be acceptable to company management either. Or Audit Committees!

Companies need skilled and efficient auditors that can do the heavy lifting, and this need will only increase.

Audit Automation is NOT all Automation

Some Chief Audit Executives (CAEs) and audit managers tend to think that audit automation is a set-it-and-forget-it process. NOT.

In this post, I want to expand on a problem I mentioned in an earlier post , 10 Signs Mgmt Doesn’t Really Support Analytics.

Audit management too often thinks that once a process or an audit is automated, ALL auditor/staff hours previously spent performing that process can be reassigned elsewhere.

That is not the case at all.

Audit Management Sometimes Sucks

When internal auditors (or those pretending to be such) do poor work and don’t follow the appropriate audit and IT standards, they are unprofessional. However, I put the blame at the feed of audit management.