Tips developing isqc1 [repaired]

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Tips developing isqc1

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Tips developing isqc1 [repaired]

  1. 1. TIPS IN DEVELOPING SPM Surabaya, 24 September 2011
  2. 2. TIP STIP 1: TAKE TIME TO STUDY THE STANDARD AND REVIEW AVAILABLESUPPORTING IMPLEMENTATION GUIDANCETIP 2: COMPARE CURRENT QC SYSTEM WITH ISQC 1TIP 3: TAILOR THE QC POLICIES AND PROCEDURESTIP 4: ASSESS THE NEED FOR OUTSIDE HELPTIP 5: EDUCATION AND TRAINING
  3. 3. TIP 1 : TAKE TIM E TO S TU D Y TH E S TAN D AR D AN D R E VIE W AVAILABLE S U P P O R TIN G IM P LE M E N TATIO N G U ID AN C EISQC 1 requires those personnel within the firm who areresponsible for establishing and maintaining the firm’ssystem of quality control to have an understanding of theentire text of the standard, including its application andother explanatory material, in order to apply therequirements properly.Without reading the full standard, there is a risk thatsome requirements will get missed, that the aim andscope of some of the requirements will not be fullyunderstood, or that helpful application guidance will beoverlooked.
  4. 4. TIP 2: C O M PAR E C U R R E N T Q C S YS TE M WITH IS Q C 1Does your firm’s current QC system meet all the requirements of ISQC 1?ISQC 1 requires firms to document their QC policies and procedures. Thesedocumented policies and procedures may help facilitate a gap analysis againstthe requirements of the standard by:a) comparing each requirement within the standard to the existing policies andprocedures;b) highlighting those requirements not currently met; andc) determining what changes need to be made.Consider also if your firm has had any significant changes in its operations inrecent years—for example, it may have started providing a new service oraccepting new types of clients—as this too may indicate that the current QCsystem is in need of updating.
  5. 5. TIP 2: C O M PAR E C U R R E N T Q C S YS TE M WITH IS Q C 1Such a manual could usefully act as a key communication tool between allpartners and staff to set expectations and may, therefore, also serve as aframework within which to develop performance evaluation criteria.Revisions or additions of new policies or procedures that are necessary toclose any gaps between the current QC system and the requirements of ISQC1 can then simply be edited or inserted into the manual.In order to be able to demonstrate how the QC policies and procedures meetthe requirements of ISQC 1—whether for internal purposes or externalinspection purposes—it may be useful to consider cross- referencing directlybetween the quality control manual and ISQC 1 or preparing a mappingdocument that compares the two.
  6. 6. TIP 3: TAILO R TH E Q C P O LIC IE S AN D PRO C E D U R E SWhile the elements of a QC system are common to all firms no matter their size,smaller and simpler practices will often have smaller and simpler QC systems.ISQC 1 includes considerations specific to smaller practices in the applicationand other explanatory material section. For example, smaller firms may employless formal methods of evaluating the performance of their personnel (see ISQC 1,paragraph A29).ISQC 1 also recognizes that some requirements are not always relevant. Forexample, sole practitioners with no staff would not require policies and proceduresfor the assignment of appropriate personnel to the engagement team, for certainreview responsibilities, and for the annual communication of the results ofmonitoring to engagement partners within the firm (see ISQC 1, paragraph A1).ISQC 1 requires firms to document their QC policies and procedures. The standardalso acknowledges that, for smaller firms, such documentation may be less formaland less extensive than for larger firms (see ISQC 1, paragraph A3).Firms may also consider adding to their QC policies and procedures throughmaintaining a wider awareness of good practices, thereby further helping themachieve the overall goal of lasting quality.
  7. 7. TIP 4: AS S E S S TH E N E E D F O R O U TS ID E H E LPISQC 1 acknowledges that smaller firms may have more limited internalresources and, therefore, may need outside help in order to meet therequirements of the standard. The standard identifies four areas where thismay be the case—consultation, engagement quality control reviews,monitoring, and dealing with complaints and allegations—and providesguidance for identifying and deploying a suitable external party (see ISQC 1,paragraphs A40, A50, A68, and A72 respectively).The independent monitoring requirement poses a unique challenge to smallerfirms and sole practitioners.ISQC 1 requires the inspection of at least one completed engagement for eachengagement partner on a cyclical (not necessarily annual) basis andspecifically prohibits the use of personnel involved in performing anengagement from also performing an inspection of files for that engagement.
  8. 8. TIP 4: AS S E S S TH E N E E D F O R O U TS ID E H E LPFor some small firms, these requirements may automatically necessitate anexternal review or reduce the number of engagements capable of beingreviewed internally. In the latter case, consider the application material in thestandard (see ISQC 1, paragraphs A64–A67) and focus, ultimately, on decidingwhether, as a result of the engagement selection, the monitoring processprovides the firm with reasonable assurance that its QC policies andprocedures are relevant, adequate, and operating effectively, as required by thestandard.Firms may consider making arrangements with other smaller firms or soleproprietors to perform a monitoring inspection of each others’ files. This processneed not be time consuming and will likely result in a beneficial sharing of ideasrelating to quality improvement and engagement efficiency.Whenever using outside help, take appropriate steps to confirm the externalparty’s competence, independence, and confidentiality with them, preferably inwriting and perhaps as part of a wider written communication setting out the fullterms of the arrangement.
  9. 9. TIP 5: E D U C ATIO N AN D TR AIN IN GFirm-wide training on ISQC 1 will contribute positively to effectivecompliance. By providing firm-wide training, firms can deliver aconsistent message to all and may use ISQC 1 to help promote thefirm’s wider commitment to quality and the use of best practices.Training programs also offer the opportunity to create awareness ofany changes that need to be made to firm policies and procedures,along with guid-ance as to what the changes are, how the QC systemhas been updated, and how to implement the changes.After an initial training session on changes to the QC system,consider follow-up and reinforcement through periodic reminders ofpersonnel’s responsibility to adhere to the firm’s policies andprocedures.
  10. 10. S U M M ARYCompliance with ISQC 1 provides firms with theopportunity to promote a culture that places quality frontand center. In turn, embedding such a culture within thefirm will not only help fulfill the objective set out in thestandard, but may also contribute to firms’ ability toconsistently meet stakeholder expectations.

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