Continuous%20Monitoring%20of%20Business%20Process%20Controls:%20A%20Pilot%20Implementation%20of%20a%20Continuous%20Auditing%20System%20at - PowerPoint PPT Presentation

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Continuous%20Monitoring%20of%20Business%20Process%20Controls:%20A%20Pilot%20Implementation%20of%20a%20Continuous%20Auditing%20System%20at

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Title: Continuous%20Monitoring%20of%20Business%20Process%20Controls:%20A%20Pilot%20Implementation%20of%20a%20Continuous%20Auditing%20System%20at


1
Continuous Monitoring of Business Process
Controls A Pilot Implementation of a Continuous
Auditing System at
  • Michael G. Alles
  • Gerard Brennan
  • Alexander Kogan
  • Miklos A. Vasarhelyi

2
IT-enabled Business Processes (BPs)
  • A business process is a set of logically related
    tasks performed to achieve a defined business
    outcome, Davenport and Short (1990).
  • Modern information technology makes it possible
    to measure and monitor business processes at the
    unprecedented level of detail (disaggregation) on
    the real-time basis.
  • Continuous auditing (CA) methodology can utilize
    the IT capability to capture BP data at the
    source and in the disaggregate and unfiltered
    form to achieve more efficient, effective and
    timely audit.

3
Two Approaches Towards Continuous Auditing of BPs
  • The environment of highly automated and
    tightly-coupled BPs (e.g., an integrated
    enterprise system) enables CA based on continuous
    monitoring of process control settings.
  • Unfortunately, there are numerous enterprise
    environments where process controls are either
    not automated or their settings are not readily
    accessible.
  • In environments such as loosely-coupled legacy
    data processing systems, automated audit
    procedures of CA have to be data-oriented (tests
    of details and analytical procedures).

4
Ways of Verifying Existence, Correctness and
Functioning of BP Controls
  • Verifying that the observations of a BP agree
    with the existence, correctness and functioning
    of a control benefit - can be applied even if
    controls are not directly accessible by the
    auditor problem - the observed behavior of the
    BP may not completely cover the whole range of
    control functions.
  • Verifying by executing a prohibited BP behavior
    that it either cannot happen or is detected and
    compensated for problem - auditor has read-only
    access to the production system and cannot run
    penetration testing.
  • Verifying that retrieved control settings stored
    in the enterprise system match the benchmark
    problem - relies on the assumption that the
    programming code of the control in the production
    system is correct (customization).

5
Conceptual View of Continuous Monitoring of BP
Control Settings
  • The environment of highly automated and
    tightly-coupled BPs enables CA based on
    continuous monitoring of business process control
    settings.
  • Online access to automated BP control settings
    (available in ERP systems) from the continuous
    assurance system.
  • Enterprise-dependent benchmarks of acceptable
    control settings.
  • Frequent (e.g., daily, hourly) comparison of
    actual settings with the benchmarks.
  • Automatic generation of alarms in case of
    critical deviations, such as individual accounts
    without passwords, aggregation of weaknesses in
    certain control areas (e.g., segregation of
    duties).

6
Pilot Implementation of CMBPC Systems by Siemens
IT Internal Audit
  • CA/R/Lab approached by Siemens IT internal audit
    to explore use of CA methodology to streamline
    audit of SAP system controls at Siemens USA.
  • Siemens is uniquely SAP enabled with 60
    applications in the USA alone.
  • IT internal audit examines sites on a 2 year
    cycle labor intensive, costly.
  • Internal audit needed to find resources to take
    on 404 implementation without increase in
    headcount.

7
CA Value Proposition as Seen by Siemens
8
Siemens Pilot Leverages Audit Action Sheets of
External Auditor
  • Key success enabler for pilot is the ability to
    use AASs provided by KPMG (Germany).
  • Provides template for CA analytics 1. No need to
    reinvent the wheel. 2. Immediate buy in from
    relevant parties. 3. Satisfies external auditor.
  • 300 AASs need to determine which ones can be
    CA-enabled.
  • AASs included a mixture of tasks some of which
    could only be accomplished by a human, such as
  • interviewing the client about their
    reconciliation procedures
  • while some others involved well-scripted
    interactions with the clients enterprise system
    such as
  • execute a certain SAP R/3 transaction and/or
    report and verify that its result is as
    specified.

9
Audit Action Sheet Example
10
AAS Procedure and Rating
11
AAS Formalization
12
Existing IT Audit Procedures at Siemens
13
Steps of Piloting a CA Implementation
  • Determining the best mode for the continuous
    monitoring of the chosen BP controls.
  • Developing a system architecture for this task
    (either a monitoring and control layer or an
    embedded audit module).
  • Designing the interaction and integration between
    the CA mechanism and the ERP system.
  • Developing guidelines for the formalization of
    the AAPs into a computer executable form,
    including the determination of those AAPs which
    are automatable and those requiring
    reengineering.
  • Creating processes for managing the alarms
    generated by the automated CA system and putting
    in place the required set of audit trails.
  • Formulating a change management plan to move the
    project from the pilot stage to industrial
    strength software.

14
System Architecture for Continuous Monitoring of
BP Control Settings
  • Continuous assurance system Embedded audit
    modules (EAMs) vs. independent control and
    monitoring layer (CML).
  • EAMs are tightly coupled with the enterprise
    system ?
  • can be triggered by suspicious events, but
  • are intrinsically more vulnerable to
    manipulation.
  • CML relies on remote (read-only) access to the
    enterprise system ?
  • its code and environment are well-protected, but
  • cant query the enterprise system too often, and
    therefore may miss suspicious enterprise events.
  • CML implementation is less reliant on the
    cooperation of the enterprise personnel.

15
Interaction of CA System with ERP System
  • Modern enterprise systems have a 3-tier
    architecture (presentation, application,
    database).
  • CML can query the system through the application
    tier using its APIs (e.g., BAPIs in SAP R/3) or
    EAM can be implemented as a sub-module of the
    application (e.g., Coded in ABAP in SAP R/3).
  • CML can query the enterprise database directly
    (using SQL through ODBC) or EAM can be
    implemented as a trigger (written in SQL) stored
    in the database.
  • The latter approach is strongly resented by
    enterprise personnel and (in the case of EAM) de
    facto prohibited by enterprise software vendors.

16
Architecture of Generic CMBPC System
Enterprise System
CMBPC System
Database of System Settings and Audit Trail
Presentation Tier
Internet
Application Tier
Program Logic and User Interface
Database Tier
17
Pilot CMBPC System at Siemens
18
Siemens Audit Leverage Tool SALT
  • The SALT pilot was prototyped using the formal
    Siemens SAP audit process in the basis area (the
    application layer operating system for SAP)
    covering the application level controls
    applicable to any SAP system.
  • 12 AASs were chosen as representative of
    challenges in formalizing and reengineering.
  • SAP E-audit download provided sample data for the
    model.
  • The pilot was developed in Visual Basic to serve
    as a test environment for evaluating technical
    research questions regarding continuous auditing
    / assurance.

19
Screenshots from SALT
20
Reengineering and Formalization in CA
Implementation
  • Implementation of CMBPC starting with a clean
    slate is the most logical and efficient solution,
    BUT impractical clearing it with external
    auditor presents tremendous complications and
    delays.
  • Automation requires formalization of AASs some of
    which are formalizable while others are not (such
    as those that require human observation of BPs
    and interviewing enterprise personnel).
  • Unavoidability of reengineering stems from the
    necessity for the formalizable and
    non-formalizable parts of the audit program to be
    identified and handled separately.
  • Formalizable procedures are to be separated out,
    automated (by two experienced auditors!) and
    executed with high frequency.
  • Formalization creates uniformity and assures that
    every implemented procedure is state of the art.

21
Control and Alarm Hierarchy and Its Management
  • Organization of controls identify risk areas,
    break them down into sub-areas, and develop
    controls to eliminate or mitigate these risks ?
    enterprise controls form a top-down hierarchy.
  • Active component of CMBPC automatically
    triggered audit alarms critical exception
    conditions to trigger alarms.
  • Problem associated with the automatic generation
    of alarms in CMBPC the alarm flood either
    initial flood or overly conservative benchmarks.
  • The alarms form a hierarchy corresponding to and
    derived from the control hierarchy ? hierarchical
    alarm management.
  • Enabled/disabled alarm flag disabled in a
    node overrides the settings in all the children
    nodes down the hierarchy tree.
  • The set of alarm recipients specified in a node
    applies by recursion to all the children nodes
    down the hierarchy tree.

22
Developers of Continuous Monitoring Software
  • Three main categories enterprise software
    vendors, large public accounting firms, and
    established audit software vendors.
  • Enterprise software vendors traditionally
    provided very limited CM capabilities within
    their systems (e.g., SAPs Audit Information
    System) often quoted reason lack of demand
    (assurance does not contribute directly to the
    bottom line!).
  • Large public accounting firms have been
    experimenting with CM software (e.g., KPMGs
    KOLA), but remain ambivalent (and question the
    value proposition, ROI, ).

23
Developers of Continuous Monitoring Software - II
  • Established audit software (CAAT) vendors have
    domain knowledge and well-developed libraries of
    audit tests, and see an opportunity to leverage
    this intellectual property in the emerging field
    of CA (e.g., ACL Continuous Controls Monitoring
    solution for purchase-to-payment cycle).
  • SarbOx has created a window of opportunity to
    sell CA software as a Section 404 compliance
    tool.
  • Large internal audit shops have been implementing
    ad-hoc CA-type procedures to mitigate business
    risks in certain high impact areas, and to
    achieve labor savings due to automation of audit
    tasks.

24
Continuing Work
  • Developing a methodology for formalizing audit
    procedures.
  • Extending CA higher up the audit value
    chaindealing with auditor judgment.
  • Managing audit alarms and preventing alarm
    floods.
  • Establishing ROI from the pilot.
  • Scaling up to the production level.
  • Technology is available, laws and standards are
    (mostly) in place, time is now.
  • How to make it worthwhile (trade-off between
    cost, effectiveness, efficiency and timeliness)?
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