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Enterprise Resource Planning Corporate Governance And Internal Auditing An Institutional Perspective 1st Edition Hany Elbardan, Ahmed O. Kholeif - Solutions
Do you have other issues you would like to share in regard to the internal audit function?
Are you satisfied with the present internal audit function? If not, what you would change? What are the big challenges?
Has the IAF gain the acceptance in profession? How?
To what extent does the IAF get access to the needed resources?
How does the IAF fulfil internal and external commitments?
How does the IAF gain a social support?
How do you see the prestige of the IAF within organisations?
How can the internal auditors benefit from implementing the ERP systems to enhance their role in internal control, risk management and corporate governance process?
Do you agree that the ERP systems provide the infrastructure necessary for the effective evolution of the IAF to be an ongoing assurance process? (Through the integration of continuous auditing applications)?
How the ERP systems changed the design of the IAF’s structure, practices and communications within the organisation?Could you please describe the following points before and after the ERP systems implementation to clarify the ERP systems impact: the IAF’s sourcing, budget, skills, size,
Do you see the relation between ERP systems and corporate governance in relation with the internal audit functions as: contradictory;complementary; two potentially inconsistent logics are applied to different domains, and thus never conflict.
Do you consider the ERP systems as a way of changing the corporate governance process?
How corporate governance rules shape the internal control practice and the risk management practice and the role played by the internal auditors in the internal control and the risk management?
What are the characteristics of the banking sector business environment in this country within which corporate governance pressures are being exerted? (Environmental uncertainty or environmental interconnectedness)
How or by what means are the corporate governance pressures being exerted?
To what requirements are organisations being pressured to conform?
Why are organisations being pressured to conform to corporate governance rules or expectations? (Legitimacy or efficiency)
How do you see the effectiveness of the IAF in this country in comparison with other countries in relation to the banking sector?
What are the applied corporate governance coercive rules and regulations (such as governmental standards, politics and directives or from Basel committee) and professional rules and regulations that govern the IAF’s structure and practices?
How the practice guided by corporate governance rules and regulations implies internal auditors identities and domain?
How do you see that the IAF can help achieve the corporate governance goals?
Do you have other issues you would like to share in regard to the internal audit function?
Are you satisfied with the present internal audit function? If not, what you would change? What are the big challenges?
How can the IAF change to better use the ERP systems in enhancing its corporate governance role?
Has the IAF gain the acceptance in professions? How?
How does the IAF fulfil internal and external commitments?
How does the IAF gain a social support?
How do you see the image of the IAF with the organisation?
Did ERP systems improve relationships between internal auditors and external auditors in terms of increased respect for the former and the depending upon their work?
Could you please describe the internal audit functions in organisations before implementing the ERP system and compare with today, in terms of structure and practice?
Are ERP systems creating the demand for more timely and ongoing assurance that controls are working effectively and risk is properly mitigated?
Do you see the relation between ERP systems and corporate governance in relation with the IAF as: two potentially inconsistent logics are applied to the same domain and cannot simultaneously guide the internal audit without fundamentally changing it (contradictory); two logics are applied to the
How do you see that the ERP systems goals align (or misalign)with the corporate governance process? Why?
Do you consider the ERP systems as a way of changing the corporate governance process?
How the ERP systems shift the risk-control landscape and the corporate governance practice related to the internal control and risk management?
How corporate governance rules shape the internal control practice and the risk management practice and the role played by the internal auditors in the internal control and the risk management?
Do you have other issues you would like to share in regard to the internal audit function?
Are you satisfied with the present internal audit function? If not, what you would change? What are the big challenges?
How can the IAF use the ERP systems in supporting their corporate governance role?
How do you see that the IAF can help achieve the corporate governance goals?
To what degree are current internal audit computerised in your organisation? Could you please express the role of IT in changing internal auditing techniques?
How do the internal auditors get the access to the data which is object to audit? What are the IT data analysis solutions used by the internal auditors to manage massive file sizes and to deal with secure and timely data access procedures?
Are ERP systems creating the demand for more timely and ongoing assurance that controls are working effectively and risk is properly mitigated?
What are the main controls in the ERP system environment?Preventive controls or detective controls? How do you assure these controls? What are the tools in use?
How do the internal auditors assess risks? What are the tools in use?
Did the implementation and use of ERP systems increase the visibility of user’s activities?
Did the implementation and use of ERP systems increase the comprehensiveness, accuracy, regularity and timeliness of internal auditing information? Improved the information related to internal control assurance and risk assessment?
Do you agree that the ERP systems provide the infrastructure necessary for the effective evolution of the IAF to be an ongoing assurance process?
Is IT audit specialists become a permanent integral part of the internal audit team? Or enhanced auditor training and part time integration of IT audit specialists become the norm? Is the IS audit an integral part of the internal audit function?
Are internal auditors likely to expand their roles and expertise in the field of business and IT? Or, instead, is it IS professionals who are going to broaden their activities and competencies in the traditional preserve of internal auditors?
Did ERP systems change the relationships between internal auditors and managers, external auditors and IT department in terms of increased respect for the former and reduced conflict?
To what extend do the IAF’s structure and practice align (or misalign) with the standardisation, integration and routinisation of the ERP systems?
What are the changes that took place after the ERP systems implementation in the following:• What is the new set of skills that internal auditors need?• What is the new set of IT tools that internal auditors need for assuring the internal control effectiveness and for assessing new risks?•
What are the organising principles that guide the IAF activities?Are they related to the ERP systems, the corporate governance or both? How?
How did the implementation of ERP systems affect your organisation’s ability to provide an adequate system of internal control that mitigates new risks?
Do you consider the ERP systems as a means of changing the corporate governance process?
How corporate governance rules shape the role played by the internal auditors in the internal control and the risk management?
Do you have other issues you would like to share in regard to the internal audit function?
Are you satisfied with the present internal audit function? If not, what you would change? What are the big challenges?
To what extent do you see that the IAF can help achieve the corporate governance goals?
To what extent does the IAF get access to the needed resources?
To what extent do you see that the IAF fulfils internal and external commitments?
How does the IAF gain a social support?
How compliance or resistance might affect the efficiency of the internal audit function?
Do you expect that compliance increases the IAF’s status or image?
What are the reasons for conformity or resistance to the requirements of corporate governance and the ERP systems?
Have the implementation and use of ERP systems reduced the time spent on and improved the information related to internal control assurance and risk assessment?
How do you see the security control aspects in an ERP system useful? (User authentication, separation of duties, accessibility, time restriction, authorisation, security policy, logging and integrity of data)
Do you see that the visibility and best practice offered by the ERP systems enhance the control of your organisation’s operations?How? By offering more transparency across the whole business process and making individuals’ actions visible, through standardised and information accessibility that
Do you think the implementation and use of ERP systems enhance the transparency of user’s activities?
Do you offer continuous risk assessment (identify and evaluate companywide risk levels by examining trends in the data-driven risk indicators) or continuous control assurance (monitor transactions against a set of control rules to determine whether the internal controls are functioning as designed
How are internal auditors providing internal controls assurance?By observing business processes and verifying whether the observations compatible with the proposition that a control exists, correct and functioning? By using preventive controls that attempt to execute a prohibited behaviour to
What are the new internal controls you give assurance about after the implementation of the ERP systems? How do you see these are different from before ERP systems? Are ERP systems creating the demand for more timely and ongoing assurance that controls are working effectively and risk is properly
How do the internal auditors assess risks? (Recognising the range of risks in the ERP systems being audited; connecting the identified risks with potential applications; determining the annual cost of each relevant ERP exposure; selecting relevant cost-effective internal controls for the
What are the new risks you assess after the implementation of the ERP systems? How do you see these risks are different from before ERP systems?
Did the use of ERP systems increase the comprehensiveness, accuracy, regularity and timeliness of internal auditing information?
Is IT audit specialists become a permanent integral part of the internal audit team? Or enhanced auditor training and part time integration of IT audit specialists become the norm? Is the IS audit an integral part of the internal audit function?
In the new ERP systems environment, is the IAF likely to expand its roles and expertise in the field of business and IT?Or, instead, is it IS professionals who are going to broaden their activities and competencies in the traditional preserve of internal auditors?
How do the internal auditors get the access to the data which is object to audit? What are the IT data analysis solutions used by the internal auditors to manage massive file sizes and to deal with secure and timely data access?
Do you see that the ERP systems provide the infrastructure necessary for the effective evolution of the IAF to be an ongoing assurance process?
Do you use any embedded audit modules? What are the major obstacles to implement continuous auditing?
Did your organisation adapt any modern internal auditing techniques (such as CAAT or any continuous auditing software)in the past few years? Why? Did the ERP systems availability influence the introduction of these techniques? How?
To what degree is the current IAF computerised in your organisation?Could you please express the role of IT in changing internal auditing techniques?
To what extend do the standardisation, integration, rationalisation and routinisation of the ERP systems help or challenge the internal audit function?
How did the ERP systems change the design of the IAF’s structure, practices and communications within the organisation? Could you please describe the following points before and after the ERP systems implementation to clarify the ERP systems impact: The IAF’s sourcing, budget, skills, size,
Do you see the relation between ERP systems and corporate governance in relation with the internal audit functions as: contradictory;complementary; two potentially inconsistent logics are applied to different domains, and thus never conflict.
What are the organising principles that guide the internal audit function? Are they related to the ERP systems, the corporate governance or both? How?
How can the standardisation, integration, rationalisation and routine of business process offered by the ERP systems enhance or incongruent with the corporate governance efforts?
How do you see that the ERP systems goals align (or misalign)with the corporate governance process? Why? Do you consider the ERP systems as a mean of changing the corporate governance process?
Who is responsible for evaluating controls embedded in ERP systems applications; testing the interfaces between these systems;reviewing audit logs of transaction processing; testing the accuracy and validity of data in databases; reviewing and testing access controls to applications, databases and
What are the new requirements in the IAF in the new ERP systems working environment? Does the internal audit department have the sufficient resources and experience to fulfil its function in the ERP systems environment?
What was the role of the internal auditors in ERP systems implementation process?
Does the effort to improve corporate governance lead to using continuous auditing by internal auditors to provide assurance on demand?
How corporate governance rules shape the internal control practice, the risk management practice and the internal auditors’ role in assessing risks and assuring that the controls are adequate to mitigate these risks?
How do you see the effectiveness of the IAF in your organisation in comparison with the other organisations in the same sector?
What are the applied corporate governance coercive rules and regulations(such as governmental standards, politics and directives or from Basel committee) and professional rules and regulations(such as the IIA standards) that govern the IAF’s structure and practices (In terms of sourcing, budget,
Do you have other issues you would like to share in regard to the internal audit function?
Are IS professionals who are going to broaden their activities and competencies in the traditional preserve of internal auditors?
Are internal auditors likely to expand their roles and expertise in the field of business and IT?
How do you see the internal auditors understand the security control aspects in an ERP system and considering it as useful? (User authentication, separation of duties, accessibility, time restriction, authorisation, security policy, logging and integrity of data)
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