In the previous post, Create a Team for Audit Analytics? Part 1, I explored the pros and cons of developing an analytics team.
This team consists of analytic auditors who are dedicated to analytic projects; they would NOT typically manage audits or testing that did not include analytics.
In this post, let’s explore another option for managing and growing analytics in an audit department — expecting all auditors to develop a level of data and analytic proficiency.
This is the second post of a 3-part series…
Once your audit team has proven the value of doing analytics consistently, the next question is: Do we create an analytics team and have the team do all (or the majority) of the analytics?
Or should we expect all auditors to develop some levels of analytics proficiency?
Of course, this question often comes a bit further down the trail on the analytics journey, but I think the sooner it is decided, the better.
This is the first post of a 3-part series…
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…
To create a successful analytics program in internal audit, you must have a plan. A plan that points to analytic North.
That requires WRITTEN goals.
In an earlier post I outlined 10 Signs Mgmt Doesn’t Really Support Analytics.
One of the signs that indicates management isn’t really serious about analytics is that management does not require every staff member to have measurable analytic goals.
What’s the biggest problem in computer security, according to valsmith at carnal0wnage.attackresearch.com? Well, it’s…
As the author admits, the post leans toward self-promotion of the company, but it makes many good points and deserves a read and a good pondering.
Filed under Audit, Security