The document discusses how an industrial manufacturing company implemented various analytics projects to enhance their internal audit process, including establishing a data mart, developing computer-assisted audit tools and techniques (CAATTs) to automate testing of purchasing and payables transactions, and analyzing areas like duplicate payments, suspicious vendors, and payments made on weekends. The analytics projects helped the company more efficiently monitor risks, detect control issues, and focus audit resources on exception areas.
The document outlines an agenda for implementing a Skyward ERP system, including an overview of Skyward offerings, benefits of a typical implementation project, the proposed scope and methodology for the client's implementation, and the roles of the project team in carrying out key stages of preparation, blue printing, realization, and go-live support.
In today’s service economy cutting cost and making processes more efficient is the key. The OpenERP for Carpet Industry is going to reduce various costs and make processes efficient providing High ROI made in OpenERP.
The document discusses quality management systems and ISO 9001. It covers key aspects of a quality management system including continual improvement, management involvement, monitoring customer satisfaction, controlling outsourced processes, identifying non-conformities, corrective and preventive actions, and implementing a quality management system. Diagrams show flows and relationships between various quality management activities and requirements.
Overseeing it process implementations with project managemen tv1.0anusharaju38
1) The document discusses overseeing IT process implementations using project management principles from PMBOK and best practices from ITIL.
2) It explains that PMBOK provides standardized project management practices that can be applied to implementing ITIL processes. Following PMBOK processes helps ensure ITSM implementations are effective and efficient.
3) Key phases of an ITIL implementation project include conducting a gap assessment, defining new processes, deploying the processes, and evaluating the results. Applying PMBOK knowledge areas like scope, time, and cost management supports governing each phase as a project.
Oracle FastForward Flows For SCM - Analyst BriefingLeah Walling
The document discusses Oracle's FastForward Flows for Supply Chain Management (SCM) which provides integrated SCM solutions and rapid implementation services. It describes how FastForward Flows can help companies lower costs, increase velocity, and drive revenue through closed-loop business processes that automate planning, procurement, manufacturing, and order fulfillment. Case studies show how companies implemented FastForward Flows for SCM like Order to Cash, Demand to Build, Forecast to Plan, and Procure to Pay in as little as 30 days to gain operational efficiencies and accelerate their digital transformations.
Comarch Billing Quality Assurance (BQA) is a modern tool dedicated to detecting revenue leakage in operators’ ”order-to-cash” processes. The solution identifies revenue leaks by monitoring and verifying all critical stages of rating and billing processes.
The document outlines an agenda for implementing a Skyward ERP system, including an overview of Skyward offerings, benefits of a typical implementation project, the proposed scope and methodology for the client's implementation, and the roles of the project team in carrying out key stages of preparation, blue printing, realization, and go-live support.
In today’s service economy cutting cost and making processes more efficient is the key. The OpenERP for Carpet Industry is going to reduce various costs and make processes efficient providing High ROI made in OpenERP.
The document discusses quality management systems and ISO 9001. It covers key aspects of a quality management system including continual improvement, management involvement, monitoring customer satisfaction, controlling outsourced processes, identifying non-conformities, corrective and preventive actions, and implementing a quality management system. Diagrams show flows and relationships between various quality management activities and requirements.
Overseeing it process implementations with project managemen tv1.0anusharaju38
1) The document discusses overseeing IT process implementations using project management principles from PMBOK and best practices from ITIL.
2) It explains that PMBOK provides standardized project management practices that can be applied to implementing ITIL processes. Following PMBOK processes helps ensure ITSM implementations are effective and efficient.
3) Key phases of an ITIL implementation project include conducting a gap assessment, defining new processes, deploying the processes, and evaluating the results. Applying PMBOK knowledge areas like scope, time, and cost management supports governing each phase as a project.
Oracle FastForward Flows For SCM - Analyst BriefingLeah Walling
The document discusses Oracle's FastForward Flows for Supply Chain Management (SCM) which provides integrated SCM solutions and rapid implementation services. It describes how FastForward Flows can help companies lower costs, increase velocity, and drive revenue through closed-loop business processes that automate planning, procurement, manufacturing, and order fulfillment. Case studies show how companies implemented FastForward Flows for SCM like Order to Cash, Demand to Build, Forecast to Plan, and Procure to Pay in as little as 30 days to gain operational efficiencies and accelerate their digital transformations.
Comarch Billing Quality Assurance (BQA) is a modern tool dedicated to detecting revenue leakage in operators’ ”order-to-cash” processes. The solution identifies revenue leaks by monitoring and verifying all critical stages of rating and billing processes.
IFS is a Swedish software company founded in 1983 that develops and sells IFS Applications, an enterprise resource planning software. IFS Applications is used by over 2,000 customers in 54 countries. It provides software solutions for asset management, project management, manufacturing, and other business functions. The software is optimized for industries like aerospace, automotive, manufacturing and utilities. IFS has over 2,700 employees worldwide and annual revenues of over $350 million.
This document discusses the development of an e-Audit system to assist auditors in auditing Indonesia's electronic procurement (e-Procurement) system. It notes that several government agencies have implemented e-Procurement systems, presenting new challenges for auditors. The e-Audit system aims to help auditors conduct procurement audits electronically rather than manually. The document outlines the influence of e-Procurement on audit approaches, potential obstacles for auditors, and a roadmap for developing the e-Audit system to support auditors by 2020.
The challenge in achieving "Actual Actual" labor cost is a daunting task faced by many companies which perform actual job costing and must comply with US federal and local regulatory requirements. Dassian's Actual Labor Costing module augment's SAP® functionality to track and record an "Actual" rate on
the final cost objective which can include both base labor and associated
fringes on separate elements of cost.
The document introduces Advanced Management Insight (AMI), a software as a service solution that provides visibility, control, and optimization for IT organizations through seven domains including portfolio management, IT health checks, automated project office, and results management. It discusses how AMI helps improve productivity, provides rapid implementation in 30 days or less, and can be licensed on a monthly fee basis starting at $4,000 per month. AMI aims to help organizations get early operational insight, effective control and governance, and leverage best practices.
The document introduces Advanced Management Insight (AMI), a software as a service solution that provides visibility, control, and optimization for IT organizations through seven domains including portfolio management, IT health check, automated project office, and results management. AMI collects quantitative data and subjective feedback to identify risks, off track activities, and best practice compliance. It also provides a knowledge repository of best practices, KPIs, and standardized processes to help analyze data and present actionable insights.
This document discusses a system called ITBuzz that provides visibility, control, and optimization for IT organizations. ITBuzz addresses issues like receiving inconsistent information or being surprised by significant events. It was developed based on a prior system called APO (Automated Project Office) that the company implemented internally to address communication and enforcement needs. ITBuzz operates across seven domains including portfolio management, IT health checks, service delivery, and issue resolution. It provides analytics, scorecards, and centralized access to project and performance data to help organizations make better decisions.
The document discusses a system called ITBuzz that provides visibility, control, and optimization for IT organizations. It was created by Computer Aid after they realized they needed a communications, visibility, and enforcement system for their projects. ITBuzz provides seven domains of functionality including portfolio management, IT health checks, automated project management, and more. It is a centralized repository that provides organizations with the data and insights needed to make decisions.
The Waterwise Garden Irrigator Program: A Cooperative Model for Urban Water C...Danousis85z
The document discusses the Waterwise Garden Irrigator Program (WGIP), a cooperative model for urban water conservation in Australia. The WGIP aims to raise the standard of domestic irrigation systems and installer professionalism through minimum specifications, training, and continual improvement. Key aspects of the program include quality assurance of installers and system components, monitoring and feedback, and working with industry stakeholders to refine specifications over time based on research and learning. The goal is to establish voluntary industry standards and improve water use efficiency through better irrigation system design and installation practices.
The document describes building an ALM roadmap using SAP's Business Process Repository (BPR). It shows how the BPR can be used to map ALM processes to scenarios, provide linked documentation, and detail applications, transactions, and configuration at the process and step levels. Various ALM adoption paths are illustrated, including for test management, change and release management, and incident/problem management.
This document discusses corporate performance management (CPM) and the challenges of financial consolidation and reporting. It promotes CPM software from Cognos as a solution to automate and streamline financial consolidation and close processes. The software aims to address issues companies face with manual and error-prone consolidation using multiple systems and tools. It provides pre-built reports and functionality to help standardize processes and controls for improved data quality, accountability and auditability. Screenshots demonstrate consolidation management features for hierarchical organization, data submission and review, and consolidation steps.
Maersk Line sought to automate financial processes in SAP to increase efficiency and reduce errors. They were maintaining over 2000 Excel/Access scripts which created governance issues. Winshuttle provided a solution to standardize processes with centralized templates while leveraging existing Excel skills. Maersk realized a 15% productivity increase and moved 50 employees to higher tasks. Transaction times decreased by 90% and errors were reduced.
Case Studies Using Process as the Lever for Enterprise ChangeVincent Kwon
IBM Global Business Services provides expertise in business process management (BPM). BPM encompasses methods for modeling, optimizing, and monitoring business processes across departments, partners, and systems. The three core BPM components - business process analysis, execution, and monitoring - each deliver value on their own and greater value when used together. Organizations should pay attention to process to link strategic goals with operational effectiveness, organizational components, and leverage synergy between process design and IT development. A staged BPM life-cycle provides the framework for a business-driven approach to BPM.
The document describes various IT management products from different vendors and their key features and benefits. It provides high-level summaries of products for service management, application performance monitoring, IT operations management, capacity management, service asset and configuration management, and ICT infrastructure management. Each product is described in 1-2 paragraphs highlighting its purpose and main unique selling points.
Kneat Gx is a software that creates and maintains sets of compliance documents for processes requiring data integrity. It applies to any industry where compliance is critical, like large project execution or manufacturing validation. The software dynamically links document content to a database, automatically assessing the impact of changes and updating related documents. This allows for streamlined collaboration, change management, and compliance across projects and operations. Kneat improves quality, efficiency and reduces risks for project delivery and ongoing facility management.
R12financialsupgrade22010 12659159458494-phpapp01Berry Clemens
This document outlines an agenda for a webinar on upgrading to Oracle R12 Financials. The agenda includes sections on investing in Oracle R12, improvements in R12 Financials such as the new architecture and features in subledger accounting, keys to success like planning and testing tips, and technical planning considerations. The document provides details on various new and enhanced features in areas like payables, receivables, procurement and the user experience in R12.
Dassian’s Incurred Cost Reporting (ICR) module provides for the seamless
creation of the Incurred Cost Submission (ICS) schedules required by government
contractors as part of their annual incurred cost proposal submission.
Dassian ICR is designed to provide an out of the box solution to the ICS reporting
challenges faced by government contractors.
This document summarizes an automated user provisioning solution implemented with SAP NetWeaver BPM for a large Indian conglomerate with over 15,000 employees. The as-is user provisioning process was paper-based and inefficient. The new BPM orchestrated process automates user creation, access provisioning, license management and provides self-service capabilities. Key benefits include improved security, compliance, efficiency and user experience. Future improvements include further system integrations and analytics-based optimizations.
The Color of Money - Priortization of User TasksLen Conte
When migrating functionality from one platform to another (desktop to mobile) it can be difficult to understand which functionality should be the primary focus of initial release. We used the front-end of the CARD method (called the Big Picture) to gather tasks and affinitize them. We asked user surrogates to write down alll the tasks one per index card. We affinitized them in a collaborative session. We then went thru a validation and priotization exercise with a 10-12 customers (in the same room). We walked thru the tasks and had customers add/change/move the cards from the affinitization. We then prioritized tasks by importance and frequency. Finally we gave each customer 10 , $100 bills and had them pin their money to the tasks they felt we should migrate first. we then analyed the results in a grid using both priortization and dollars spent.
The document discusses business process modeling and composition using ID-Net. ID-Net is a Petri net extension that uses identifiers (IDs) as tokens to represent resources. IDs allow symbolic representation of resources in models and identification of concrete resources during implementation. The semantics of ID-Net transitions can be extended by composing other models. This allows modeling control flow and data manipulation together and developing business processes iteratively through model reconciliation and executable workflow composition.
Audit techniques are tools and methods used by auditors to collect evidence to support their opinions on a client's financial assertions. The document outlines various audit techniques including posting and extension verification, vouching, confirmations, physical examination, reconciliation, testing, analysis of financial statements, sampling techniques, compliance testing, and substantive testing. Specific techniques are described like vouching of transactions, confirmation with third parties, testing of representative samples, and analytical review of financial statements. Obtaining management representations and using audit sampling are also discussed.
This document discusses using technology for business assurance at Stanley Black and Decker. It provides details about the company, which manufactures tools and security solutions. It also describes the data analytics team, their responsibilities, and some of the tests and continuous auditing and monitoring they perform on expenses like travel, meals, mileage and more. Key indicators and transactions that are filtered and analyzed are also summarized.
Konsep 7S McKinsey menjelaskan faktor-faktor kunci keberhasilan organisasi yang terdiri dari Struktur, Strategi, Sistem, Keterampilan, Staf, Gaya Kepemimpinan, dan Nilai-nilai Bersama. Model ini digunakan untuk menganalisis faktor-faktor penunjang pencapaian visi dan tujuan Kemenkominfo dalam membangun masyarakat informasi Indonesia.
IFS is a Swedish software company founded in 1983 that develops and sells IFS Applications, an enterprise resource planning software. IFS Applications is used by over 2,000 customers in 54 countries. It provides software solutions for asset management, project management, manufacturing, and other business functions. The software is optimized for industries like aerospace, automotive, manufacturing and utilities. IFS has over 2,700 employees worldwide and annual revenues of over $350 million.
This document discusses the development of an e-Audit system to assist auditors in auditing Indonesia's electronic procurement (e-Procurement) system. It notes that several government agencies have implemented e-Procurement systems, presenting new challenges for auditors. The e-Audit system aims to help auditors conduct procurement audits electronically rather than manually. The document outlines the influence of e-Procurement on audit approaches, potential obstacles for auditors, and a roadmap for developing the e-Audit system to support auditors by 2020.
The challenge in achieving "Actual Actual" labor cost is a daunting task faced by many companies which perform actual job costing and must comply with US federal and local regulatory requirements. Dassian's Actual Labor Costing module augment's SAP® functionality to track and record an "Actual" rate on
the final cost objective which can include both base labor and associated
fringes on separate elements of cost.
The document introduces Advanced Management Insight (AMI), a software as a service solution that provides visibility, control, and optimization for IT organizations through seven domains including portfolio management, IT health checks, automated project office, and results management. It discusses how AMI helps improve productivity, provides rapid implementation in 30 days or less, and can be licensed on a monthly fee basis starting at $4,000 per month. AMI aims to help organizations get early operational insight, effective control and governance, and leverage best practices.
The document introduces Advanced Management Insight (AMI), a software as a service solution that provides visibility, control, and optimization for IT organizations through seven domains including portfolio management, IT health check, automated project office, and results management. AMI collects quantitative data and subjective feedback to identify risks, off track activities, and best practice compliance. It also provides a knowledge repository of best practices, KPIs, and standardized processes to help analyze data and present actionable insights.
This document discusses a system called ITBuzz that provides visibility, control, and optimization for IT organizations. ITBuzz addresses issues like receiving inconsistent information or being surprised by significant events. It was developed based on a prior system called APO (Automated Project Office) that the company implemented internally to address communication and enforcement needs. ITBuzz operates across seven domains including portfolio management, IT health checks, service delivery, and issue resolution. It provides analytics, scorecards, and centralized access to project and performance data to help organizations make better decisions.
The document discusses a system called ITBuzz that provides visibility, control, and optimization for IT organizations. It was created by Computer Aid after they realized they needed a communications, visibility, and enforcement system for their projects. ITBuzz provides seven domains of functionality including portfolio management, IT health checks, automated project management, and more. It is a centralized repository that provides organizations with the data and insights needed to make decisions.
The Waterwise Garden Irrigator Program: A Cooperative Model for Urban Water C...Danousis85z
The document discusses the Waterwise Garden Irrigator Program (WGIP), a cooperative model for urban water conservation in Australia. The WGIP aims to raise the standard of domestic irrigation systems and installer professionalism through minimum specifications, training, and continual improvement. Key aspects of the program include quality assurance of installers and system components, monitoring and feedback, and working with industry stakeholders to refine specifications over time based on research and learning. The goal is to establish voluntary industry standards and improve water use efficiency through better irrigation system design and installation practices.
The document describes building an ALM roadmap using SAP's Business Process Repository (BPR). It shows how the BPR can be used to map ALM processes to scenarios, provide linked documentation, and detail applications, transactions, and configuration at the process and step levels. Various ALM adoption paths are illustrated, including for test management, change and release management, and incident/problem management.
This document discusses corporate performance management (CPM) and the challenges of financial consolidation and reporting. It promotes CPM software from Cognos as a solution to automate and streamline financial consolidation and close processes. The software aims to address issues companies face with manual and error-prone consolidation using multiple systems and tools. It provides pre-built reports and functionality to help standardize processes and controls for improved data quality, accountability and auditability. Screenshots demonstrate consolidation management features for hierarchical organization, data submission and review, and consolidation steps.
Maersk Line sought to automate financial processes in SAP to increase efficiency and reduce errors. They were maintaining over 2000 Excel/Access scripts which created governance issues. Winshuttle provided a solution to standardize processes with centralized templates while leveraging existing Excel skills. Maersk realized a 15% productivity increase and moved 50 employees to higher tasks. Transaction times decreased by 90% and errors were reduced.
Case Studies Using Process as the Lever for Enterprise ChangeVincent Kwon
IBM Global Business Services provides expertise in business process management (BPM). BPM encompasses methods for modeling, optimizing, and monitoring business processes across departments, partners, and systems. The three core BPM components - business process analysis, execution, and monitoring - each deliver value on their own and greater value when used together. Organizations should pay attention to process to link strategic goals with operational effectiveness, organizational components, and leverage synergy between process design and IT development. A staged BPM life-cycle provides the framework for a business-driven approach to BPM.
The document describes various IT management products from different vendors and their key features and benefits. It provides high-level summaries of products for service management, application performance monitoring, IT operations management, capacity management, service asset and configuration management, and ICT infrastructure management. Each product is described in 1-2 paragraphs highlighting its purpose and main unique selling points.
Kneat Gx is a software that creates and maintains sets of compliance documents for processes requiring data integrity. It applies to any industry where compliance is critical, like large project execution or manufacturing validation. The software dynamically links document content to a database, automatically assessing the impact of changes and updating related documents. This allows for streamlined collaboration, change management, and compliance across projects and operations. Kneat improves quality, efficiency and reduces risks for project delivery and ongoing facility management.
R12financialsupgrade22010 12659159458494-phpapp01Berry Clemens
This document outlines an agenda for a webinar on upgrading to Oracle R12 Financials. The agenda includes sections on investing in Oracle R12, improvements in R12 Financials such as the new architecture and features in subledger accounting, keys to success like planning and testing tips, and technical planning considerations. The document provides details on various new and enhanced features in areas like payables, receivables, procurement and the user experience in R12.
Dassian’s Incurred Cost Reporting (ICR) module provides for the seamless
creation of the Incurred Cost Submission (ICS) schedules required by government
contractors as part of their annual incurred cost proposal submission.
Dassian ICR is designed to provide an out of the box solution to the ICS reporting
challenges faced by government contractors.
This document summarizes an automated user provisioning solution implemented with SAP NetWeaver BPM for a large Indian conglomerate with over 15,000 employees. The as-is user provisioning process was paper-based and inefficient. The new BPM orchestrated process automates user creation, access provisioning, license management and provides self-service capabilities. Key benefits include improved security, compliance, efficiency and user experience. Future improvements include further system integrations and analytics-based optimizations.
The Color of Money - Priortization of User TasksLen Conte
When migrating functionality from one platform to another (desktop to mobile) it can be difficult to understand which functionality should be the primary focus of initial release. We used the front-end of the CARD method (called the Big Picture) to gather tasks and affinitize them. We asked user surrogates to write down alll the tasks one per index card. We affinitized them in a collaborative session. We then went thru a validation and priotization exercise with a 10-12 customers (in the same room). We walked thru the tasks and had customers add/change/move the cards from the affinitization. We then prioritized tasks by importance and frequency. Finally we gave each customer 10 , $100 bills and had them pin their money to the tasks they felt we should migrate first. we then analyed the results in a grid using both priortization and dollars spent.
The document discusses business process modeling and composition using ID-Net. ID-Net is a Petri net extension that uses identifiers (IDs) as tokens to represent resources. IDs allow symbolic representation of resources in models and identification of concrete resources during implementation. The semantics of ID-Net transitions can be extended by composing other models. This allows modeling control flow and data manipulation together and developing business processes iteratively through model reconciliation and executable workflow composition.
Audit techniques are tools and methods used by auditors to collect evidence to support their opinions on a client's financial assertions. The document outlines various audit techniques including posting and extension verification, vouching, confirmations, physical examination, reconciliation, testing, analysis of financial statements, sampling techniques, compliance testing, and substantive testing. Specific techniques are described like vouching of transactions, confirmation with third parties, testing of representative samples, and analytical review of financial statements. Obtaining management representations and using audit sampling are also discussed.
This document discusses using technology for business assurance at Stanley Black and Decker. It provides details about the company, which manufactures tools and security solutions. It also describes the data analytics team, their responsibilities, and some of the tests and continuous auditing and monitoring they perform on expenses like travel, meals, mileage and more. Key indicators and transactions that are filtered and analyzed are also summarized.
Konsep 7S McKinsey menjelaskan faktor-faktor kunci keberhasilan organisasi yang terdiri dari Struktur, Strategi, Sistem, Keterampilan, Staf, Gaya Kepemimpinan, dan Nilai-nilai Bersama. Model ini digunakan untuk menganalisis faktor-faktor penunjang pencapaian visi dan tujuan Kemenkominfo dalam membangun masyarakat informasi Indonesia.
Teknologi informasi telah berdampak besar terhadap proses audit, mulai dari perencanaan, pengujian, dokumentasi audit. Implikasinya, pembelajaran auditing di perguruan tinggi perlu disesuaikan dengan mengembangkan kurikulum yang mendukung pembelajaran paperless audit dan penggunaan perangkat lunak audit.
09.1 audit siklus penjualan dan penerimaanMulyadi Yusuf
The document discusses audit procedures for testing controls and performing substantive tests in the revenue cycle. It describes testing input controls like credit authorization and validation controls. It also discusses testing process controls such as file update controls and access controls. The document outlines testing output controls and understanding the client's data files and structures. It provides examples of substantive tests like reviewing sales invoices for unusual trends, confirming accounts receivable, and assessing valuation of accounts receivable.
El documento destaca la importancia del análisis de datos para demostrar la mejora continua requerida por la norma ISO 9001:2008. Sin embargo, la mayoría de organizaciones certificadas no realizan un análisis de datos profundo y se enfocan más en verificar documentación que en analizar datos reales. El software ACL permite realizar auditorías más eficientes mediante el análisis de grandes volúmenes de datos en poco tiempo.
Dokumen tersebut membahas mengenai komputer akuntansi dan audit berbasis komputer, serta kurikulum vitae seseorang yang berprofesi sebagai auditor. Terdapat juga rencana pembelajaran semester mengenai materi-materi komputer akuntansi dan audit berbasis komputer.
This document describes Ragini's SOX compliance framework, which provides a customizable solution to help organizations identify, document, test, and audit their internal controls to achieve Sarbanes-Oxley compliance. The framework allows users to set up organizational details, customize control templates for applications and processes, and track artifacts, tests, and audit results. It also provides management reports on control status across the organization. Demo applications are used to demonstrate how the framework supports controls for software development and IT processes.
The document describes a sales and customer relationship management system with the following key features:
- Detailed executive dashboards, commission tracking, KPI monitoring, and custom reports.
- Integration with lead providers, websites, and applications via API.
- Automated custom workflows, prioritization of workflows, and skills/licensing-based routing.
- Customer relationship management tools like calendars, reminders, and automatic distribution of follow-up tasks.
Glitches can occur in even the best run IT operations. In this session, Accelrys support experts will share tips and tricks for proactively managing the performance of your ELN and detailed strategies for troubleshooting issues when they arise. Discussions will draw from real-world experience and will provide you with detailed strategies to leverage Accelrys support and minimize the time required to diagnose an issue.
This document summarizes a presentation on policy-based runtime governance for SOA applications. It discusses how policies can specify governance constraints declaratively, provide benefits like improved productivity and reduced policy obsolescence, and be enforced at runtime using a policy engine. The architecture involves defining policies for stakeholders like business operations and security, and enforcing them at runtime execution points across the service network.
Integrated Business Intelligence and Data WarehouseArie Sutiarso
This document provides an overview and demonstration of a business intelligence solution called Report Portal. It discusses defining business intelligence, the BI framework, goals of helping users make better decisions faster. It then demonstrates various reporting features like OLAP reports, maps, charts, dashboards and more. Finally, it discusses deliverables, scope of work, and technical details of the solution.
Dell open stack powered cloud solution introduce & crowbar demo cosug-2012OpenCity Community
Dell OpenStack-Powered Cloud Solution Introduce & Crowbar Demo
- Dell introduced its OpenStack-powered cloud solution featuring Dell hardware, OpenStack software, and services.
- Dell developed the Crowbar toolkit to simplify OpenStack deployment and ongoing management through automation.
- The presentation demonstrated Crowbar's capabilities including bare metal installation, configuration, monitoring and its role in enabling DevOps practices for OpenStack clouds.
The document discusses STMicroelectronics' deployment of functional qualification methodologies using Certitude mutation analysis. It outlines ST's initial engagement with Certess in 2004 and how they have expanded usage of the technology to now cover 80% of ST's IPs. The document also provides details on ST's functional qualification methodology, sharing of best practices, detection strategies used, and two case studies on measuring quality of third-party IPs and detecting issues in a video codec design.
Deploying Functional Qualification at STMicroelectronicsDVClub
The document discusses STMicroelectronics' deployment of functional qualification methodologies using Certitude mutation analysis. It began as a collaboration with Certess in 2004 and has now expanded to cover 80% of ST's IPs. The methodology focuses on using Certitude metrics to measure verification quality and guide improvement efforts. Case studies demonstrate detecting issues in third-party IP and improving verification of a video codec through hierarchical fault dropping and incremental detection strategies.
Axcend is a global business entity focusing on manufacturing IT domains. It has expertise in industrial automation and technology. Some key points:
- It has over 120 employees serving over 50 customers on 100+ projects worldwide.
- Axcend provides services across the manufacturing IT landscape, including PLM, ERP, MES, industrial automation, and more.
- Its industrial automation services include development, integration, migration and support of DCS, PLC, SCADA, and HMI systems.
- Axcend utilizes onshore, offshore and hybrid engagement models to provide cost benefits to customers while maintaining quality.
This document discusses how business process management (BPM) can help financial institutions manage client onboarding. It notes the external pressures of compliance regulations and the need for auditability and accountability. Internally, BPM can help with financial risk management, increased efficiency, and profitability. A case study of a credit card merchant onboarding process is presented, showing how BPM can manage the end-to-end process involving various teams, rules, forms, and checks. Key performance indicators and dashboards are discussed to monitor operational performance and resources to optimize processes and meet service level agreements.
The document discusses strategy and capabilities for datacenter management. It outlines a vision to monitor the datacenter from a service-oriented view using tools like Operations Manager, Configuration Manager, and Virtualization Manager. It also discusses enabling technologies like adding Opalis for process automation. Diagrams show how processes can be automated across IT silos for benefits like reduced time and costs. The licensing section announces that Service Manager and the Opalis technology will be added to the System Center Server Management Suite at no additional cost, increasing its value and capabilities for customers.
This document discusses test automation, including the need for automation to reduce costs and time to market. It outlines the automation technology landscape and capabilities. The automation methodology section describes defining a roadmap with phases like infrastructure setup, proof of concept, and steady state. It also discusses the test case identification and prioritization process. The automation process lifecycle is explained along with areas of high, medium, and low applicability for automation.
Bridging the gap between pre-production testing and production monitoringfsyed
The presentation discussed bridging the gap between pre-production testing and production monitoring using HP LoadRunner, SiteScope, and BAC. It outlined how performance testing with LoadRunner can be integrated with SiteScope's agentless monitoring and BAC's business transaction monitoring to provide end-to-end visibility of applications. This allows reusing testing assets and scripts between testing and production for continuous performance optimization across the application lifecycle. A live demonstration showed the capabilities of LoadRunner, SiteScope and BAC.
VENUS-C is the first European distributed computing infrastructure to adopt a User-centric approach to Cloud Computing, putting the needs of end-User communities of researchers and small businesses at the forefront of development.
Avea blended waterfall and agile methodologies by utilizing Rational Team Concert (RTC) to enable parallel development. Avea's IT organization separated projects and demands into different groups using waterfall and scrum. RTC supported integrated release management by associating work items with code changes, continuous builds, and release planning across projects and sprints. It also enabled safe code merges and consolidated deployment through dedicated test and production streams.
This document outlines a lean logistics operations process map to streamline processes, reduce inventory, and control supply chain networks. The process map details four phases - Plan, Do, Check, Act - to continuously improve customer satisfaction, reliability, supplier performance, and total logistics costs through strategic planning, tactical execution, performance monitoring, and root cause analysis. Key performance indicators are tracked to stabilize and sustain the lean supply chain long-term.
Pre-TechEd EMEA 2012 - SCOM 2012 Down in the cloudwwwally
Op maandag 25 juni vindt hét Pre-Teched Europe event plaats in het Cobra museum te Amstelveen. Dit event, dat mogelijk wordt gemaakt door Microsoft, HP en Inovativ, biedt technische inhoudelijke sessies op het gebied van de technologie van Microsoft System Center 2012, Windows Server 2012 en HP VirtualSystem. Zo wordt u in één dag bijgepraat over wat nieuw is binnen deze technologieën en wordt er in een notendop uitleg gegeven welke meerwaarde de “Private Cloud” kan bieden in uw organisatie.
The document discusses three case studies:
1) Developing an accounting tool for a global telecom operator to analyze costs and revenues.
2) Creating an analytical model to track costs and revenues for an operator's ADSL business and recommend pricing strategies.
3) Rewriting the tariff structure of a pan-European SMS aggregator based on its competitive position and margins in different countries.
OAUGNJ 2013, Product Spotlight: Oracle Financial Close ManagementRJ Linehan
Oracle Financial Close Management (FCM) helps finance organizations improve the efficiency, timeliness, transparency, and reliability of their financial close and compliance processes. It provides a centralized web-based solution to support all tasks of the financial close such as ledger and sub-ledger close, data loading and mapping, financial consolidation, account reconciliation, and internal and external reporting. Key features include task scheduling and dashboards to monitor close progress, security-driven views tailored for users' roles, and automation capabilities. FCM aims to address challenges faced by finance organizations like lack of visibility, reduced time to complete processing, and expanding regulatory requirements.
This document discusses using analytics tools to improve internal auditing. It outlines goals like more efficient auditing and continuous monitoring. Analytics can help with risk assessments, sampling, and determining what data to examine. Current challenges include data access, understanding data sources, and gaining executive support. These can be overcome by ensuring only read access, understanding processes, using OCR, and demonstrating value. The document provides examples of how CVS Health uses analytics for auditing, including risk scoring, prediction modeling, and early warning systems. It emphasizes an experimental approach starting with capabilities and delivering value quickly.
The document discusses how internal audit functions can leverage automation, AI, and other technologies to enhance their work. It begins with an overview of how the "audit of the future" may differ from today, with auditors receiving notifications of risks and using automation to complete testing. The rest of the document focuses on supporting technologies like robotic process automation and machine learning that can be used, providing examples. It also discusses how to implement these technologies in a real audit program and the typical progression to full automation. The key takeaways are that internal audit has had automation tools for years but is still in early stages for many, and the first steps to begin are to pick a starting point and define metrics before piloting changes.
The document proposes rethinking the audit analytics model to leverage capabilities like robotic process automation, artificial intelligence, and machine learning. It advocates starting with capabilities, deploying them to audit projects experimentally through a data science lab approach, and dedicating resources and autonomy to analytics. Example capabilities discussed include risk and predictive modeling, natural language processing, geospatial analytics, and robotics. The document also provides examples of meta-bots and their uses, as well as supervised, unsupervised, and other machine learning techniques and models. It concludes by outlining how various analytics, RPA, and AI/ML capabilities could work together on a sample risky transaction expenses audit.
The document outlines Manuel Coello's approach to implementing technological audit practices at Aetna. It discusses using descriptive analytics on every audit to increase effectiveness, leveraging risk and predictive models. The goal is to create an ecosystem of collaborative analytics and partnering with machines to achieve exponential growth. This will allow for deploying a suite of analytic capabilities on every audit to deliver unprecedented value. Various tools and methods are presented, including risk scoring, prediction scoring, unsupervised analytics techniques, and analyzing different data types to better understand customers.
This document discusses continuous auditing and provides an overview of Aetna's approach. It describes the continuous auditing methodology as having four key phases: planning, risk monitoring, transaction testing, and reporting. The planning phase involves scoping the audit areas and developing an analytics framework. Risk monitoring involves building a risk monitoring platform to assess risks and predict exceptions. Transaction testing focuses on selecting and investigating transactions. Reporting includes discussion logs, audit reports, and analytics support. The methodology aims to provide ongoing risk assessments, technology-enabled reviews, and continuous evaluations of transactions.
This document discusses using analytics to audit travel and expense (T&E) transactions. It outlines various descriptive and prescriptive analytics techniques that can be used, including data overviews, Sankey diagrams, outlier detection, text analytics, predictive modeling, risk scoring, unsupervised learning techniques like k-means clustering, and risk monitoring. The goal is to identify patterns and relationships in the data to detect errors, waste, abuse, fraud and compliance issues in T&E transactions. Specific things that can be flagged include excessive spending, unusual transactions, suspicious merchant category codes, duplicate payments, and expenses outside of policy guidelines. Continuous auditing using these analytics techniques can help deter, prevent and detect fraud and issues.
The document discusses various applications and benefits of data analytics including measuring key indicators and performance metrics, identifying meaningful insights through visualizations, simplifying complex processes, enhancing user experience, managing risks, analyzing both structured and unstructured data, and enabling collaboration through data-driven discussions. The overall message is that data analytics can provide valuable insights, maximize results, and help organizations focus on what is most important.
Presentation in ACL Connections in Atlanta - April 2013mcoello
This document outlines best practices for creating a sustainable analytics program, including operating as a centralized center of excellence, utilizing various analytic techniques, investing in documentation, obtaining data from multiple sources, building a toolbox of analytic capabilities, running a cost-efficient practice, standardizing scripts, leveraging external lists, promoting innovation, protecting data, forming strategic partnerships, and establishing a unique culture. It provides guidance on roles, processes, infrastructure, documentation, analytics techniques, data management, governance, and culture to transform the use of analytics.
The internal audit department at Stanley Works was able to achieve over $1.5 million in benefits using ACL software with no capital expenditure. They recovered $1.1 million through a continuous monitoring program and special projects, transformed audit practices by introducing computer-assisted audit techniques, and drove change within the company. The department used ACL to perform duplicate payment analysis, payroll fraud detection, and analytical procedures to audit areas of risk. Looking back, results seemed impossible but value was created, and looking forward the department plans to expand programs and train staff on ACL.
2. Agenda
1. Project evolution
2. Establishing a Data Mart
3. An integrated approach
4. Use of CAATTs in Internal Audits
5. P2P – 20 power-packed analytics
6. Other Projects
3. Background
► Founded in 1843 and based in New Britain, CT
► Manufactures Tools and provides Security
Solutions
► 16,000 employees worldwide
► Grew revenue from $2.2B in 2003 to $4.5B in
2008
► Soon to become $9.5B with the acquisition of
Black and Decker
4. Project History Audit Exchange
- Team
Extraction collaboration
Process – Data
CAATTs Mart 150
considered as
Projections
required
95 97
Management
75
Sponsorship 68
42
29 34
27 21
19
9
Q4-08 Q1-09 Q2-09 Q3-09 Q4-09 Q1-10
Analytics Team
6. Non-SAP
-Entry
- Vendor Payments
- Goods Receipt
Batch
- Purchase Orders
- Vendor Master
Process
ACL script
Audit Server
to import data
Web
Application
Email
Notification Audit
of exceptions Manual Downloads/
Exchange
Re
Outside Systems
Exceptions su
lts
posted in Re
sharepoint to su - Payroll
lts
drive
accountability Results
ACL scripts - T&E
- Credit Card
for testing
7. 7 day filter
File name
Example of an import script
11. How do we get there?
Continuous
Entity-wide involvement Auditing
Business involvement
Business Units
Wave 3
Business involvement Mercury
for Shared Services
Access SAP tables directly
Audit Exchange
Testing cockpit
Wave 2
Design advanced analytics Leverage BI/BW
Centralized testing
Execute recorded scripts ACL Directlink
Testing of automated
Processes controls
Scheduler
SAP training
Wave 1
SharePoint
Measuring Control effectiveness Collaboration with
AutoAudit SOX and E&Y
Infopack
ACL desktop Edition
Auditors following up on certain
exception reports
Technology
Documenting Resolution
Full time project manager
Metrics Audit Team
Transformation Map
12. CONTINUOUS TESTING OF CONTROLS AND RISKS
RESULTING IN:
TIMELY NOTIFICATION OF GAPS AND WEAKNESSES
IMMEDIATE FOLLOW UP AND REMEDIATION
How Test for Benefits
Errors - Cash recovery/
Based on
exception rules Duplication cost avoidance
Design scripts to Control - Drive business
be run periodically breakdowns performance
using an audit - Immediate
software Policy violations
remediation
Extract Fraud detection
- Support
transactions and Anomalies Compliance
perform analysis of
the full universe Unusual - Fraud
patterns deterrence
13. Planning Design Implementation Execution
Project Methodology
Determine Scope
Develop a Project Plan
Design Sharepoint Site Document process under
Evaluation of review
Technology Tools Gather requirements from Develop scripts
Analysis of IT key stakeholders Testing of scripts
landscape Prepare list of scenarios Develop testing
Preliminary discussion Define electronic data cockpit
with key stakeholders Execution of test
requirements Stakeholder script
Review download Training
Follow up on
procedures with IT Status meetings exception report
with stakeholders
Document results
Business Process in Sharepoint
Procedures
Update and report
results
14. Approach
► Look for volume, money, risk and opportunities
► Exceptions researched at the Controllership Level
► Partner with a SME in each area with an
executive sponsoring the review
► Only exception testing for users – not reporting
► One year data; exceptions strategically selected
15. Approach
► Why-why analysis focusing on root-causes
► Resolution of exceptions aggressively pursued-
remediation oriented
► No formal audit reports issued
17. Continuous Auditing/Monitoring
Payroll T&E P2P
1. Payments beyond 1. Duplicate expense 1. Duplicate Payments
termination date submissions
2. Old aged trade payables
2. Multiple changes in 2. Suspicious MCCs
3. Payment terms
merit increases
3. Even amounts
4. Duplicate vendors in
3. Unusually high salary
4. High Mileage Master File
increases
5. Unusual Items 5. Invoice prior to PO Date
4. Excessive overtime
6. Checks issued by AMEX 6. Split Purchase Orders
5. Multiple or unusual
bonuses 7. Split transactions 7. Vendors in OFAC list
6. Duplicate employees 8. Spending trends 8. Non-preferred vendors
(name/similar names)
9. Non-preferred vendor 9. PO price differences
7. Salary employees
10. High misc expenses 10. Purchases of even
without email account
numbers
8. Same bank account
and diff clock numbers
9. Employees and
vendors with the same
address/bank account
10. Employees without the
usual earnings or
deductions
19. Audit Area Audit Test Audit Area Audit Test
Source-to-Pay Payroll
Payments Suspicious invoice sequence Payments Excessive merit increases and WIN awards
Invoices falling below approval limits More than one payment per period
Duplicate Payments - same vendor and invoice number Payments to same bank account with different names
Duplicate Payments - same invoice and amount paid to two
different vendor numbers Unusual bonuses
Duplicate Payments - same vendor, amount and invoice
date Employees without the usual deductions
Frequency analysis based on first two digits of payment
amount Pattern of continual overtime
Payments for even multiples Payments beyond termination date
Payments to employees Master File Duplicate/similar employee names
Payment runs on weekends Employees with incomplete fields
Audit sampling tool
Purchasing Purchases of unneded material (E&O inventory) Other
Purchase price unreasonably high (using price history)
Aged open Purchase Orders
Proper segregation of duties in risky financial areas (based
Payables Outstanding old debit memos System Access on GRC "rulebook")
Old open invoices Terminated employees with system access
Vendor Master Match employee and vendor bank accounts
Match employee and vendor addresses Fixed Assets Useful lives per SWK policy
Search of unusually incomplete fields in the Master File Recalculate depreciation
Payment terms not in compliance with DOA Completeness in Fixed Asset Subledger "fields"
Capitalization below threshold limits
Quote-to-Cash
Inventory Recalculate E&O analysis
Sales Sales price lower than price lists (price overrides) Recalculate usage data used for E&O
Credit analysis and trends Excessive inventory write offs (unusual trends)
AR Subledger Collectability analysis
Manual Journal Entries (rounded amounts, unusually large
Recalculate aging
General Ledger entries)
G/L and subledger reconciliation Rounded adjustments
Customer net credit balances Reversals
Excessive write-offs (unusual trends) Posting to "miscellaneous" accounts
Customer Master Customers exceeding credit limits
Match "key" words (e.g. government, General, etc.) to
Payment terms not in compliance with DOA FCPA payment and expense data
Countries or customers from government banned lists
20. CAATT
Repository
Aged for team
allows
open
payables
collaboration
ACL
Project
22. Analytic: Duplicate Payments - Same vendor and
invoice number
VENDOR_NAME VENDOR AMOUNT_IN_DC
DOC__DATE TYPE REFERENCE
NORTHEAST UTILITIES 1000244 (1,052) 03/26/2008 XR 00207-0308 Same invoice processed twice. Error by typing
NORTHEAST UTILITIES 1000244 (1,052) 03/26/2007 KR 00207-0308 Same invoice processed twice. Error by typing
shipping to diff address,two
LANCET GLASS LTD 1001707 (1,283) 02/15/2007 XR 50394 invoice
shipping to diff address,two
LANCET GLASS LTD 1001707 (186) 06/29/2007 KR 50394 invoice
AUSTIN HARDWARE & SUPPLY INC 1004581 109 08/03/2007
Typo error in
KG 650246
diff credit date and
salesman,two invoice
date diff credit date and
AUSTIN HARDWARE & SUPPLY INC 1004581 (157) 07/12/2007 RE 650246 salesman,two invoice
bill payment, one for Aug. one
NATIONAL GRID 1014380 (844) 08/30/2007 RE 93009-0907 for Sep.
bill payment, one for Aug. one
NATIONAL GRID 1014380 (816) 10/02/2007 RE 93009-0907 for Sep.
Triple paid. Same bill entered
KONICA MINOLTA BUSINESS SOLUTIONS 1029660 (1,516) 08/15/2007 KR 4590557 with different dates
Triple paid. Same bill entered
KONICA MINOLTA BUSINESS SOLUTIONS 1029660 (1,516) 07/16/2007 KR 4590557 with different dates
23. Analytic: Duplicate Payments - Same vendor, date
and amount
TYPE VENDOR VENDOR_NAM REFERENCE AMOUNT_IN_
DOC__DATE BUSA
XR 1030888 SIFY LIMITED EXPIMS069 (11,892) 7/31/2008 0700
XR 1030888 SIFY LIMITED 0212254-IN (11,892) 7/31/2008 0700
XR 1035840 K & L Kaine Enterprise 508 (7,424) 7/4/2008 0700
XR 1035840 K & L Kaine Enterprise 608 (7,424) 7/4/2008 0700
KR 1011570 DIV OF WORKERS COMPENSATI INV011508 (4,138) 1/15/2008 0700
XR 1011570 DIV OF WORKERS COMPENSATI 48860-0108 (4,138) 1/15/2008 0700
RE 1015894 ALLIED WASTE 2001786263 (3,580) 9/30/2007 0719
XR 1015894 ALLIED WASTE 0742-001786263 (3,580) 9/30/2007 0719
XR 1011534 KFORCE INC 3247099 (2,349) 10/5/2007 0700
XR 1011534 KFORCE INC 3247099A (2,349) 10/5/2007 0700
Typo or
clerical errors
24. Analytic: Suspicious Vendors using the unbroken
invoice sequence
VENDNO Vendor Name Invoice in Sequence Invoices
Total % Invoices AMOUNT
4742 Wielaard Stellingsystemen 276 324 85% 207,876
7000010 Scan Modul MEDI-MATH B.V. 11 13 85% 107,802
2196 Scan Modul System 1237 1490 83% 5,602,788
2195 ByrumLabflex SA 352 450 78% 14,524,336
60000546 Garmt Design 3 4 75% 31,190
7000011 Scan Modul MEDI-MATH B.V.B.A. 18 26 69% 282,657
4894 VDL Home Tech 10 18 56% 19,124
4714 ADP Nederland B.V. 12 33 36% 6,437
2524 Sueters Interieurbouw 30 96 Our company 169,890
31%
60000076 Athlon Car Lease 20 73 27% 190,309
4693 Etiflex Holland 3 13 is their23%
main 8,613
5783100 Projectinrichting van Leeuwen 9 46 customer20% 79,303
3609 Hendriks Techniek Flevo BV 3 16 19% 26,829
4765 Broere Vliegpassages B.V. 3 16 19% 11,785
4761 Sellox B.V. 1 7 14% 5,588
5008 Transverba-Waalex B.V. 2 14 14% 7,726
5026 Café Bar Holland b.v. 1 7 14% 3,288
30. Analytic: Employee and vendor have the same
bank account
SupplierCode SupplierName IBAN incoterms last_change SupplierAddress
C01458 A *nc 20080213 VIA RIVA
C00379 B *nc 20080415 VIALE FIUME N.5
6461 C *nc 20080627 VIA ERMINIA MAGGI 23
EMPLOYEE_NUMBERNAME IBAN TOWN ADDRESS
30077 A RANCO VIA CASTELLO INFERIORE 5
12942 B BRENTA VIA CEREDA 2
MFG C CIACCI VIA PILONE 129
Same bank
accounts
31. Analytic: Purchases of even numbers
VENDOR_NUMBER
AMOUNT_EUROCURRENCY Invoice__ DATE_MOVEMENT NUMBER_MOVIMENT
1491 (156,000) EURO 20081222 20081222 2721867
662 (108,000) EURO 20081126 20081128 2707853
5531 (72,000) EURO 20080923 20081014 2685244
6183 (50,400) EURO 20080702 20080828 2661559
1349 (43,200) EURO 20080929 20081020 2687195
6488 (42,000) EURO 20080625 20080909 2666249
4188 (40,200) EURO 20081126 20081126 2706205
5558 (36,000) EURO 20081127 20081210 2717316
2382 (36,000) EURO Multiples of 100 20081222
20081218 2721610
4398 (34,800) EURO 20080115 20080129 2552247
5739 (33,600) EURO 20080930 20081031 2693394
6470 (33,000) EURO 20081223 20081229 2723274
1503 (30,000) EURO 20080310 20080410 2597341
1503 (30,000) EURO 20080701 20080702 2638885
5547 (25,200) EURO 20081211 20081215 2718998
3664 (24,000) EURO 20080131 20080222 2566762
3664 (24,000) EURO 20080331 20080402 2587714
32. Analytic: Open aged trade payables
Aging Amount Count
Less than 6 months 2,014,930 744
6 mo-1 yr 622,949 290
1yr - 2yr 296,229 92
2yr - 3yr 100,000 45 Aged open
3 yr - 4 yr 75,000 48 Aged AP
Multiples of 100 payables
4 yr - 5 yr 50,000 25
Greater than 5 yrs 25,000 20
Totals 3,184,108 1,264
33. Analytic: Analysis of non-electronic payments
(checks)
Payments Percent Percent
# Vendors # Payments Amount
per Year of Count of Field
0-4 10,907 70.39% 18.01% 17,212 74,505,538
5-9 1,921 12.40% 13.35% 12,753 59,573,419
10-24 1,920 12.39% 29.30% 28,001 122,172,795
25-49 517 3.34% 18.07% 17,271 119,465,712
50 - 99 172 1.11% 11.87% 11,346 42,806,722
100 - 200 50 0.32% 6.92% 6,613 45,117,170
>200 9 0.06% 2.47% 2,359 36,015,004
Totals 15,496 100% 100% 95,555 499,656,360
Aged open
Opportunities to
move to ACH
payables
35. Analytic: Duplicate Vendors in Master File
Vendor Num Status TEST1 TEST2 TEST3 TEST4
0000700184 NOT DUPLICATE
0000700185
0000700186
DUPLICATE
DUPLICATE
ADDRESS
ADDRESS
Duplicates:
0000700187 NOT DUPLICATE
1. Same name
0000700189
0000700192
NOT DUPLICATE
DUPLICATE NAME TaxID2 Aged open
2. Same
0000700196 DUPLICATE NAME
0000700198
0000700199
DUPLICATE
NOT DUPLICATE
NAME ADDRESS
payables
address
0000700200 NOT DUPLICATE
0000700202
0000700204
DUPLICATE
NOT DUPLICATE
TaxID2 3. Same Tax ID
0000700205 NOT DUPLICATE
0000700206 NOT DUPLICATE
0000700208 DUPLICATE NAME ADDRESS
0000700209 NOT DUPLICATE
0000700210 DUPLICATE NAME
0000700212 DUPLICATE NAME
0000700214 DUPLICATE TaxID2
0000700215 DUPLICATE NAME
0000700216 NOT DUPLICATE
0000700217 DUPLICATE NAME ADDRESS
0000700218 DUPLICATE NAME ADDRESS TaxID2
0000700219
0000700221
DUPLICATE
DUPLICATE
NAME
NAME ADDRESS
11 employees
0000700222
0000700223
NOT DUPLICATE
DUPLICATE NAME ADDRESS TaxID2 drive 35% of
0000700224
0000700225
NOT DUPLICATE
NOT DUPLICATE the purchases
0000700226 NOT DUPLICATE
38. Analytic: Vendors with PO Box as only address
Percent Percent
Stratification Count Amount
of Count of Field
0.00 - 9,999 100 69.24% 1.91% 500,000
10,000 - 24,999 200 9.81% 2.47% 5,000,000
25,000 - 99,999 300 11.96% 9.84% 20,000,000
100,000 - 249,999 200 4.66% 11.17% 25,000,000
250,000 - 499,999 50 1.88% 9.78% 15,000,000
500,000 - 1,000,000 250 1.55% 16.43% 30,000,000
>1,000,000 10 0.90% 48.40% 100,000,000
Totals 1,110 100% 100% 195,500,000
Aged open
Risk with mid-
volume vendors
payables
39. Analytic: Retro Purchase Orders
Invoice open
Aged date
prior to PO date
payables
COMPANY_CODE
ENTERED_BY INVOICE_DATE PO_DATE PO_NUM ITEM_DESC VENDOR_NAME ITEM_NUM
98 SMM0505 3/31/2009 11/20/2009 573041 Not inventory item FASTENAL COMPANY 8431030000
93 KML1025 10/28/2009 10/30/2009 572552 Not inventory item MAIN STREET BANK 8431019200
93 KML1025 10/28/2009 10/30/2009 572552 Not inventory item MAIN STREET BANK 8431019200
98 GDG0831 7/14/2009 10/23/2009 572330 .0685 FOR SPENAX BEKAERT CORPORATION WIRE0685
98 GDG0831 6/30/2009 10/23/2009 572330 .0685 FOR SPENAX BEKAERT CORPORATION WIRE0685
98 GDG0831 7/20/2009 10/23/2009 572330 .0685 FOR SPENAX BEKAERT CORPORATION WIRE0685
98 GDG0831 7/14/2009 10/23/2009 572330 .0685 FOR SPENAX BEKAERT CORPORATION WIRE0685
98 GDG0831 6/30/2009 10/23/2009 572330 .0685 FOR SPENAX BEKAERT CORPORATION WIRE0685
98 GDG0831 7/20/2009 10/23/2009 572330 .0685 FOR SPENAX BEKAERT CORPORATION WIRE0685
93 FJT0722 9/25/2009 9/28/2009 571701 ROD,CONSTRUCTION STAPLE,6.3MM
GERDAU AMERISTEEL 167096
93 FJT0722 9/25/2009 9/28/2009 571701 ROD,CONSTRUCTION STAPLE,6.3MM
GERDAU AMERISTEEL 167096
91 HJM1203 9/24/2009 9/25/2009 571666 Not inventory item TEKNICOTE, INC. 8431030000
91 FJT0722 9/14/2009 9/15/2009 571344 ROD,CONSTRUCTION STAPLE,6.3MM
GERDAU AMERISTEEL 167096
98 SMM0505 3/18/2009 9/10/2009 571204 Not inventory item MSC INDUSTRIAL SUPPLY CO INC 8431030000
98 SMM0505 5/6/2008 9/10/2009 571205 Not inventory item MSC INDUSTRIAL SUPPLY CO INC 8431030000
98 GDG0831 4/9/2009 8/24/2009 570598 Not inventory item AEROTEK INC 8431019100
98 GDG0831 4/9/2009 8/24/2009 570598 Not inventory item AEROTEK INC 8431019100
98 GDG0831 4/4/2009 8/24/2009 570598 Not inventory item AEROTEK INC 8431019100
98 GDG0831 5/7/2009 8/24/2009 570598 Not inventory item AEROTEK INC 8431019100
98 GDG0831 5/21/2009 8/24/2009 570598 Not inventory item AEROTEK INC 8431019100
40. Analytic: Payment date prior to invoice date
Invoice date
Aged open
prior to
payables
payment
INVOICE_NUM PAYMENT_DATEINVOICE_DATE CHECK_NUM PAY_AMT PA_JE_ CURRENCY
ED80740237 20081204 20081209 68653 621.14 PA0006400 CAN
ED80740345 20081204 20081209 68653 586.14 PA0006401 CAN
ED80740465 20081204 20081209 68653 86.24 PA0006402 CAN
ED87039683 20081204 20081209 68653 68.19 PA0006403 CAN
42. Other Projects
► Trade Compliance
► Data Conversions
► Review of employee access to restricted areas
► Review of domains (network access)
► Sales Taxes
43. PRIOR STATE CURRENT/FUTURE STATE
Retrospective Near Real Time
Review Review
Narrow scope Entity wide
Sample Approach Full Universe
44. PRIOR STATE CURRENT/FUTURE STATE
Surprises with control Rapid response to
breakdowns control breakdowns
Fraud identified by Fraud identified/deterred
Complaints / accidently by data indicators
Audit tests done
Usage of CAATTs
manually
45. Conclusions
► CAATTs uncover issues that could be missed by
auditors
► CM&A program proactively protects the company
from errors, abuse, waste, revenue leakage, fraud
► The magic is in the data but the value is in
remediation
► Audit becomes an agent of change