This is Part 4 of a Case File series that describes how real auditors tried to apply questionable methods to auditing and data profiling. See Part 1, Part 2, Part 3.
Does the Process X team provide metrics around their process?” I asked.
“Yes,” the most senior auditor replied, showing me the web page where the Process X metrics were displayed.
After reviewing the page briefly, I said, “I see they do metrics by month. You have a year’s data; are you planning to understand how they prepare their metrics and re-calculate them to see if you get the same numbers?”
This is Part 3 of a Case File series that describes how real auditors tried to apply questionable methods to auditing and data profiling. See Part 1 and Part 2.
I looked at the third page of the handout and asked, “What is this?”
“A list of Active Directory (AD) groups and the user IDs in each group. I searched AD for any group containing the system name,” the junior auditor said, “and identified these 6 groups. I then downloaded all the members of these groups from AD into Excel.”
This is Part 2 of a Case File series that describes how real auditors tried to apply questionable methods to auditing and data profiling. See Part I.
I picked one of the fields and said, “Please show me how you profiled the Status field, for example.”
The auditor proudly projected his Excel spreadsheet on the conference room screen. He said, “I filtered the Status field to display only records containing ‘Complete’, noted the number of filtered records in the lower left corner, and recorded the value and the number of records in the document.”
Some auditors struggle with basic auditing. So when these auditors try to data analysis, well you can imagines how that goes.
I recently met with a team of auditors to give them input on what data profiling would be appropriate to perform. And what analytics might be insightful.
This is Part 1 of a 4-part Case File series that describes how real auditors tried to apply questionable methods to auditing and data profiling. Do not try these methods at home or work. Don’t even dream about them, awake or asleep.
If your department doesn’t track metrics on your analytics, you are probably not doing analytics or you are making little progress in analytics.
In either case, its obvious that analytics isn’t very important to your management.
Which is one of the points I made in my post, 10 Signs Mgmt Doesn’t Really Support Analytics.
So far, I have encountered very few audit departments that track meaningful metrics about their analytics.
Counting the number of projects that include analytics isn’t enough.
Your management says it wants more analytics, but does it really support analytics? Here’s 10+ signs that indicate that your mgmt:
- Does NOT knows what it takes to get analytics off the ground
- Believes that analytics multiply like rabbits, naturally
- Is NOT willing to make the adjustments required to deliver and sustain real value.