The document discusses maturity models and balanced scorecard frameworks for internal auditing. It provides an overview of maturity models, including their history and how they assess processes on a scale of 0 to 5. It also discusses the history and template of balanced scorecards. The document uses examples to show how maturity models and balanced scorecards can be applied to internal audit functions to assess goals, key activities, and metrics from the perspectives of various stakeholders.
Balanced Scorecard Templates - Version 3Clive Keyte
The Balanced Scorecard is a strategic planning and management method used to align business activities to a vision and strategy of an organisation and improve internal and external communications monitor organisational performance against strategic goals. This presentation contains a set of useful templates
Performance is more than output production. it is about how well the output was produced This system is a wholistic approach of evaluating performance of organizational units, focusing on effectiveness of leadership as reflected in the performance of frontline units. it utilizes a demerit system in evaluating and rating the performance of operating units. the performance rating of operating team is also the performance rating of individual team members, including the team leader. the concept integrates the criteria on quantity, quality, use of funds, schedule of implementation and use of staff man-days, making up the 100% scale of the maximum rate. only the frontline units are subject to performance assessment, the average of operating units become the performance rating of the higher office.
it is a check on malpractices in operation as well as on competence, both of operating units and team members
Balanced Scorecard Templates - Version 3Clive Keyte
The Balanced Scorecard is a strategic planning and management method used to align business activities to a vision and strategy of an organisation and improve internal and external communications monitor organisational performance against strategic goals. This presentation contains a set of useful templates
Performance is more than output production. it is about how well the output was produced This system is a wholistic approach of evaluating performance of organizational units, focusing on effectiveness of leadership as reflected in the performance of frontline units. it utilizes a demerit system in evaluating and rating the performance of operating units. the performance rating of operating team is also the performance rating of individual team members, including the team leader. the concept integrates the criteria on quantity, quality, use of funds, schedule of implementation and use of staff man-days, making up the 100% scale of the maximum rate. only the frontline units are subject to performance assessment, the average of operating units become the performance rating of the higher office.
it is a check on malpractices in operation as well as on competence, both of operating units and team members
Transition, Transformation, Program, PMBOK, Prince 2, Roles & Responsibilities, Stakeholder Communication / Relationship Building, Assessment, As Is ~ To Be
Having convinced that IA is a BOON , you have to reposition it in the organization to deliver superior product ! You have lots of tips in this slide presentation !
Transition, Transformation, Program, PMBOK, Prince 2, Roles & Responsibilities, Stakeholder Communication / Relationship Building, Assessment, As Is ~ To Be
Having convinced that IA is a BOON , you have to reposition it in the organization to deliver superior product ! You have lots of tips in this slide presentation !
Strategic Leadership for Managing Evolving Cybersecurity RisksMatthew Rosenquist
2014 NSF Cybersecurity Summit keynote presentation from Matthew Rosenquist, Cybersecurity Strategist for Intel Corp.
Cybersecurity is difficult. It is a serious endeavor which strives to find a balance in managing the security of computing capabilities to protect the technology which connects and enriches the lives of everyone. Characteristics of cyber risk have matured and expanded on the successes of technology innovation, integration, and adoption. It is no longer a game of tactics, but rather a professional discipline, continuous in nature, where to be effective strategic leadership must establish effective and efficient structures for evolving controls to sustain an optimal level of security.
This presentation will discuss the challenges, organizational opportunities, and explore best practices to align investments in security to the risk appetite of an organization.
Health IT Cyber Security HIPAA Summit Presentation: Metrics and Continuous Mo...NJVC, LLC
Healthcare cyber security is an enterprise task that requires an enterprise solution, not a tool-by-tool, app-by-app approach. Find out which metrics you should be tracking across the enterprise and why emerging concepts like continuous monitoring might be just what the doctor ordered.
Vendor Cybersecurity Governance: Scaling the riskSarah Clarke
An overview of the scale of the challenge and rational ways to cut that down to manageable and governable size. Slides compliment recent supplier security governance related posts on Infospectives.co.uk and LinkedIn.
Top 10 Essentials for Building a Powerful Security DashboardTripwire
Security dashboards are a valuable tool that can help give an “at a glance” picture of the overall health of your ecosystem, demonstrating leadership, achievements and an effective way to measure progress towards your goals. See what industry experts recommend your dashboard must have.
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A Simple Introduction To CMMI For BeginerManas Das
This slide contain an overall idea about cmmi and how to get started with cmmi levels. Also it is very good PPT for students who are giving seminar in colleges.
Integrated Performance Management starts with a strategy
Strategy starts with a Balanced Scorecard with measures needed to assess if the performance processes and plans are actually delivering the planned performance
How Good are you at Managing your processesRobert Topley
How good is your Business process management? This explains the benefits and how to perform a Business Process Management Maturity Review. The review will help you understand your current level of capabilities and help you set targets to improve your process management within your organisation.
Internal controls maturity and SME corporate governananceBrowne & Mohan
Good Corporate governance is a key factor in ensuring sound financial reporting and deterring misappropriations of capital and resources. Internal control and corporate governance go hand in hand. Many SME
have an ambitious goal of reaching a
reliable, continuous and integrated internal
control state. However, many SME’s are
still grappling to build a comprehensive
control process. In this paper, we present an
internal maturity framework that SME can use to benchmark and know how they can discourage frauds, improve compliance and adoption of standards.
Characteristics of high maturity organisations - how CMMI & LSS integration can improve product quality, processes, bottom line and customer satisfaction
DHL Quality Control Manual Quality Management (BADM370).docxmariona83
DHL Quality Control Manual
Quality Management (BADM370)
Unit III: Individual Project
Student name
5 September 2018
TABLE OF CONTENTS
History of Quality Management 1
Founders of Quality Management 1
Total Quality Management Systems 1
The Role of Leadership 2
Strategic Issues 2
Management as a Role Model 2
Modern Metrics 2
General Quality Strategies and Tools 3
Customer Expectations 3
Designing Quality in 3
Defining Metrics 3
Mistake-proofing 3
Kaizen 3
Six Sigma 3
Quality Tactics and the Logistics and Supply Chain Functions 4
Internal and External Tools 4
Roll-Out 5
Introduction to Quality Management
Quality classification varies in numerous organizations. Organizational expectations of quality requirements are directly correlated to what customers expect in a product or service. Prior to the early 1900’s the concept of quality management was simplistic in nature. Basic forms of quality management can be traced back to the medieval times when master craftsmen would assess the quality of products and services. Modern day quality management was initially studied and formally introduced to manufacturing organizations by a mechanical engineer named Fredrick W. Taylor. For years, Taylor conducted research on manufacturing processes and how quality can be improved to increase efficiency in production. Based on his studies, Taylor published The Principles of Scientific Management in which he presented statistical findings on how to effectively implement quality management practices.
In conjunction to Taylor’s time study, Frank and Lillian Gilbreth focused on motion and efficiency study to improve the quality management processes that later paves way for the modern-day quality management systems of ISO. Another highly qualified mechanical engineer, Henry Gantt, created charts to help managers plan and monitor project tasks. Gantt also determined that employees needed to be paid based on performance evaluations. The scientific studies have improved standards and increased profitability for many businesses. This was even more evident following the work of engineer and scientist, W. Edwards Deming. Deming utilized Walter Shewhart’s Plan-Do-Check-Act Cycle for total quality management (TQM) to assist the Union of Japanese Scientists and Engineers (JUSE) in rebuilding economic strength following the aftermath of World War II.
The emphasis on total quality management (TQM) is imperative today. Businesses, like Deutsche Post DHL Group, have adopted specific methods for implementing TQM within the organization. The ISO 9000 quality management system presents standardized requirements for achieving TQM. The Plan-Do-Check-Act Cycle has also attributed to successful management assessments as well. Another frequently used system is Deming’s 14 Points. The benefits of these systems outweigh the cons. The systems have saved businesses countles.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
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Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
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As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
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Maturity Models21
1. Sanjay Kankaria FRAST Branch Meeting June 23 , 2008 Maturity Models and Balanced Scorecard Frameworks For Internal Auditing
2. WHY - Maturity Models and Balanced Scorecard Frameworks ? The STRATEGIC Question The VALUE Question Are we delivering the right benefits ? Are we doing the right things ? Are we doing things the right way ? Are we doing things of right quality? The PROCESS Question The QUALITY Question 2
3. Business Goals Internal Audit Goals Internal Audit Processes Translate in to Check Alignment with Key Activities Control Objectives Maturity Models Balanced Score Card Internal Audit Strategy Maps Control Practices Responsibility and Accountability Chart(s) Activity Goals and Metrics Broken into Assessed by Analyzed by Assessed by For Performance Cause and effect illustrated by Controlled By Implemented by For Maturity Assessed for maturity by Control Framework 3
4. Business Goals Internal Audit Goals Internal Audit Processes Translate in to Check Alignment with Control Framework 4
5. Internal Audit Goals Internal Audit Processes Control Objectives Control Practices Controlled By Implemented by Control Framework 5
6. Internal Audit Goals Internal Audit Processes Key Activities Responsibility and Accountability Chart(s) Activity Goals and Metrics Broken into Assessed by Analyzed by Control Framework 6
7. Internal Audit Goals Internal Audit Processes Maturity Models Balanced Score Card Internal Audit Strategy Maps Assessed by For Performance Cause and effect illustrated by For Maturity Control Framework 7
8. Maturity Models -History First released by Software Engineering Institute affiliated with Carnegie Mellon University in 1993 as Capability Maturity Models -CMM Information System Audit and Control Association ISACA Adopted it for Internal Auditing as COBIT in 1996 Information System Audit and Control Association ISACA refined it further in 2007 Maturity levels rated from a scale of non–existent level 0 to optimized – level 5 8
9. Graphic Representation of Maturity Models 0 2 3 4 5 Non Existent Initial / Ad hoc Repeatable but intuitive Defined Process Managed and Measurable Optimized 1 Maturity Levels 9 0 Lack of any recognizable processes / practices 1 Processes are ad hoc and disorganized 2 Processes follow a regular pattern 3 Processes are documented and communicated 4 Processes are monitored and measured 5 Good Practices are followed and automated
10. Maturity Models 10 Maturity Level Characteristics 0 Non Existent Complete lack of any recognizable processes The enterprise has not even recognized that there is an issue to be addressed. 1 Initial /Ad Hoc There is evidence that the enterprise has recognized that the issues exist and need to be addressed There are however, no standardized processes; instead, there are ad hoc approaches that tend to be applied on an individual or case-by-case basis The overall approach to management is disorganized.
11. Maturity Models-cont’d 11 Maturity Level Characteristics 2 Repeat-able but Intuitive Processes have developed to the stage where similar procedures are followed by different people undertaking the same task. There is no formal training or communication of standard procedures, and responsibility is left to the individual There is a high degree of reliance on the knowledge of individuals and, therefore, errors are likely 3 Defined Process Procedures have been standardized and documented, and communicated through training. It is mandated that these processes should be followed; however, it is unlikely that deviations will be detected. The procedures themselves are not sophisticated but are the formalization of existing practices.
12. Maturity Models-cont’d 12 Maturity Level Characteristics 4 Managed And Measurable Management monitors and measures compliance with procedures and takes action where processes appear not to be working effectively Processes are under constant improvement and provide good practice Automation and tools are used in a limited or fragmented way 5 Optimized Processes have been refined to a level of good practice, based on the results of continuous improvement and maturity modeling with other enterprises IT tools are used in an integrated way to automate the workflow, providing tools to improve quality and effectiveness, making the enterprise quick to adapt.
13.
14. Balanced Scorecards - History First proposed by Kaplan and Norton in an article in the Harvard Business Review in 1972. Institute of Internal Auditors Research Foundation brought out a research publication “A Balanced Scorecard Framework for Internal Auditing departments” In 2002 American Accounting Association awarded a prize for “ Most significant Contribution” in 2001 Further developed and refined the concept as Strategy Maps in 2001. 14
15. Mechanisms to enhance VALUE Book - The Discipline of Market Leaders- Michel Tracey Operational Excellence Customer Intimacy Innovation 15
17. Internal Audit Focus- Different Views of Different stakeholders RISKS & CONTROLS CONSULTING BOARD AND AUDIT COMMITTEES MANAGEMENT & OTHER AUDITEES 17
19. Board & Audit Committees - Some Possible Metrics 19 GOALS MEASURES RATING The internal audit functions maintains independence with in the organization Independent third party’s objective evaluation of Internal Audit Independence There will not be any control related surprises/ unexpected events for the Audit Committee Peer Director’s objective evaluation of control surprises for the Audit committee Regular and timely communication occurs between Internal audit and audit committee Peer Director’s objective evaluation of regular communication with the Audit committee The audit committee will be continuously educated about the business controls , internal audit’s role etc. Number of educational subjects as part of Agenda in Audit Committee meetings Internal Audit meeting the expectations of Audit committee members Audit Committee Members Satisfaction Survey results R Y G R Y G R Y G R Y G R Y G
20. Management & Other Auditees- Some Possible Metrics 20 GOALS MEASURES RATING Internal Audit identifies Key issues Number of major audit findings and recommendations Internal Audit provides value added services Amount of savings identified by the Auditing Department Internal Audit provides value added services Number of process improvements suggested by the Audit department Internal Audit has client acceptability Percent of Audit recommendations fully implemented by the auditee Internal Audit has positive brand image New clients added to client base Internal Audit is responsive to clients needs Average Response time to management requests R Y G R Y G R Y G R Y G R Y G R Y G
21. Internal Audit Processes/Operational Excellence – Some Possible Metrics 21 Goals Measures Rating Internal Audit will have high productivity Completed Audits per Auditor Internal Audit will have high Staff Utilization Percentage of Time spent on Projects as opposed to administrative time or vacation Internal Audit will have low turnaround time Days from end of field work to report issuance Internal Audit will have high coverage of organization’s activities Completed versus Planned Audits Internal Audit will resolve pending issues promptly Number of Days the issue remained open after the expected closure date R Y G R Y G R Y G R Y G R Y G
22. Innovation, Future Orientation & Capabilities -Some Possible Metrics 22 GOALS MEASURES RATING Internal Audit will seek to develop the Human Capital of its staff Training hours per Auditor Internal Audit will encourage innovative practices Number of new Audit templates developed by the Internal Audit Internal Audit will identify and execute technological innovations Number of new Software purchased / deployed by Internal Audit Internal Audit staff would have proper professional competencies Number of new Certifications acquired by Internal Audit Internal Audit will maintain involvement interaction and thought leadership Number of Best Practices identified and presented with in the organization R Y G R Y G R Y G R Y G R Y G
23. Leading/ Lagging Performance Measures Continuum Leading Performance Measures Lagging Performance Measures Training Hours per Internal Auditor Number of Major Audit Findings Percentage of Audit Recommendations Implemented Number of Management Requests Number of Process Improvements Auditee Satisfaction Survey 23
28. Alternative Performance Dimensions Contribution of Internal Audit to help Organization / Clients achieve: Achievement of following objectives within internal Department : 28 A. Client Service Performance Measures B. Internal performance Measures 1 Adequate Risk Coverage 2 Better Strategic Alignment 3 Better Customer Intimacy 4 Better Performance Management Systems 5 Operational Excellence/ Better Quality / Resource Management 6 Learning & Innovation R Y G 2 Better Strategic Alignment 3 Better Customer Intimacy 4 Better Performance Management Systems 5 Operational Excellence/ Better Quality / Resource Management 6 Learning & Innovation R Y G R Y G R Y G R Y G R Y G R Y G R Y G R Y G R Y G R Y G
29. WHY - Maturity Models and Balanced Scorecard Frameworks ? BEST PRACTICES Answer STRUCTUREDNESS Answer COMPLETENESS Answer OBJECTIVITY Answer 29
Good morning everybody Last Year We – i.e. Cheryl , Curtis , Joan and myself were involved in preparing Audit scorecard for the MOST Project and presenting it to Project Management during the monthly meetings. I realized what cool thing the scorecards were and how they make the task of governance more structured and meaningful. And I wondered at that point in time could we apply these useful concepts og governance to the work that we do in Internal Audit. Immediately after that I had an opportunity to go a 2 day Seminar conducted by ISACA called COBIT and VAL IT which talked about best practices of these governance and I was fascinated by that framework I therefore wanted to take this opportunity of sharing some of these governance concepts in this presentation. Not to challenge anybody