Chapter 1 – The demand for an Auditing and Assurance Profession Key Services for Public Accounting Firms Audits High Assurance (95% - 99%) Reviews Moderate Assurance (60% - 70%) Compilation Low to No Assurance (0% - 10%) Assurance Engagements (Triangle diagram based on the subject matter at hand) Practitioner (Auditor) Users Accountable Party (Management) Practitioners give the Users a written conclusion Accountable party must have an accountability relationship with the Users
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RENDELL COMPANY CASE Case Overview Rendell Company is a company which had already involved in business almost 50 years and always produces profit. The company has seven operating divisions. Each division has general manager and Division Controller. The Division General Manager is responsible for reporting the division achievement to Corporate Controller. Division Controller has obligation to make report to Division General Manager regarding budget and performance reports. Corporate Controller
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Case: Donner Company EXECUTIVE SUMMARY The Donner Company is a manufacturer of printed circuit boards. They need to address several issues in their supply chain operations to improve their service level because net income in the month of September has drastically decreased. Before September‚ growth was steadily increasing every month. They found that the major problems include unpredictable bottlenecks in manufacturing‚ lower than expected productivity and lower than expected quality
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IP Audit Mrs. C. Arthi Gandhimathi Dr. K. Gopalakrishnan Research Scholar Member‚ Board of Governors Anna University Coimbatore National Design and Research Forum Coimbatore – 641 047 Bangalore – 560 001 e-mail: arthibala2009@gmail.com Abstract The single most compelling reason for any company‚ particularly an SME‚ to conduct an intellectual property (IP) Audit. But what should be measured and how can we begin the process? An IP Audit is defined as a systematic
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The internal audit function plays a key role in assisting the board to discharge its governance responsibilities. Yet how does the board – and its audit committee – satisfy itself that internal audit is functioning effectively and efficiently? The board’s responsibility for internal controls Through working with a broad range of organisations in Australia and internationally‚ KPMG has identified a number of better practices in relation to the role played by the board audit and/or risk
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For this to be done well‚ the board needs to adhere to the following best practice. Leadership structure- This includes the role of the Chairman as well as the CEO. Best practice advises that these two roles should be kept separate. Reason for this is that the both roles come with considerable responsibility as well as power. Combining them may lead to an overload of power as well as an inability to do both jobs well. Member KSAO- The board should include members with a mixture of knowledge‚ skills
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accounts in each Division‚ for which you believe there is a concern about material misstatements. Use a format similar to d. (10 Marks) Part 2 The purpose of Part 2 is to identify factors influencing risks and the relationship of risks to audit evidence. During the planning phase of the
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Ch. 2. Professional Standards 2-1. Generally Accepted Auditing standards (GAAS) -Audit procedure -Audit standard 2-2. Fundamental Principle: Responsibilities -Competence and Capabilities -Independence and Due care --Independence in fact --Independence in appearance -Professional Skepticism and Professional Judgment 2-3. Fundamental Principle: Performance -Reasonable Assurance -Planning and Supervision --Audit plan -Materiality -Risk Assessment --Internal Control --Risk of Material misstatement --Inherent
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CONTROLS IN AN EDP ENVIRONMENT The second standard of field work requires that we obtain a sufficient understanding of the client’s internal controls (I/C) to plan the audit and assess control risk. We hope that our assessment of control risk shows it to be low so that we can reduce substantive testing‚ thereby reducing audit costs. When EDP is used in significant accounting applications‚ then you must consider the effects the computer has when evaluating the internal controls. The auditor’s
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would now like to see a proposed audit schedule for these systems. The team will distinguish between the types of audits that may use for each process. The team will also recommend the most appropriate audit for each process and explain how to conduct the audits. Identifying events that may prevent reliance on auditing through the computer will also be presented to Kudler for review (Apollo Group‚ 2009). Types of Audits The types of information technology audits are attestation‚ findings and
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