战略系统审计.pptxVIP

4 Key Questions • What does management need to get comfort on? • How does management get comfort? • Are they entitled to that comfort? • Can we audit that comfort? Performance SIGNIFICANT CONTROLS COMFORT NO/LIMITED CONTROLS COMFORT SUBSTANTIVE AUDIT EVIDENCE MAINLY SUBSTANTIVE ANALYTICAL PROCEDURES MAINLY TESTS OF DETAILS Audit Comfort Cycle OTHER AUDIT PROCEDURES FINANCIAL STATEMENTS COMPLETION ACCEPTANCE/CONTINUANCE ASSESSMENT Market Overview Strategy – Performcompanyandindustryanalyticalprocedures – Researchandanalyzeexternal communications – Partnersconnectwith staffmembers – Documenttheteam’sunderstanding ofthebusiness – Knowledge brokertocaptureandshare industry information – Forma pointofviewontherisks that management should beconcerned about Scoping:Forming aPoint ofView 1 Scoping:BusinessAnalysisFramework 2 3 Strategic Analysis • Understand the client’sstrategic advantage 4 5 6 • Understand the risksthat threaten attainment oftheclient’sbusiness objectives – “Theprimarygoal ofmanagementcontrolis to ensurethat risk monitoring and control activitiesarealignedproperly with overall strategicobjectives”p.35 – Strategic risks – Processrisks RiskAssessment 7 Keyrisks are thoseconditions or factors withinanaudit that,in the judgmentof the auditor,giverise toa greater riskof materialfinancial misstatement or othermattersresulting intheissuance ofaninappropriate auditreport. Scoping:Risk Assessmen–t–Key Risks Business Risks Audit Risks Key Risk 8 Scoping:AnalyticalProcedures – HighLevel • Understandthebusiness • Identifyareasofrisk – DisaggregatedAccountLevel • Determinethenature,timingextentoftesting – Externalbenchmarkingtopeers,markettrends • Lookingforanomalies,areasofrisk • Useofextensiveknowledgemanagementtool savailable 9 BusinessProcessAnalysis • Understandthekeyprocessesandrelatedcompete nciesneededtorealizestrategicadvantage – Processdrivencompetition • Measureandbenchmarkprocessperformance •