Professional Documents
Culture Documents
2 SP-DPS-IA 03. Internal Capabilities Analysis 6 Internal Analysis and Value Creation
7 Resources, Capabilities, and Core Competencies
8 Building Core Competencies
9 Firm Performance
4 SP-IA-PRO 07. Strategy Development 14 Strategic thinking, strategy development, and tactical executio
15 Define a problem/issue
16 Analyze and question data and information in a rigorous mann
17 Generate and organize qualitative and quantitative evidence
10 IA 04. Infrastructure Audit 49 Evaluate the business case for the proposed system developm
50 Evaluate the project management framework and project gove
51 Perform reviews to ensure that a project is progressing
52 Evaluate proposed control mechanisms for system and/or infra
53 Evaluate readiness
54 Perform post-implementation review
COMMERCE & RELATIONS DELIVERY AUDIT
11 IA 05. Product & Service Audit 55 Customer expectations
56 Competitor product/service offerings
57 Product/service: Design, Quality perceptions, Features & Bene
12 IA 06. Marketing & Sales Audit 58 Effectiveness of marketing & sales strategies, plans, programs,
59 Appropriateness of the marketing & sales organization
60 Competencies of marketing & sales personnel
61 Efficiency of marketing & sales operations and recommend the
ENTERPRISE MANAGEMENT DELIVERY AUDIT
13 RM/IA 10. SOX Risk Management 62 Organizational risk and control processes
63 The provisions of Section 404
64 The principles of internal control and a definition of internal co
65 Performing a risk assessment
66 IT application controls
67 The final assessment and Continuous improvement
19 IA 09. Internal Audit Quality Assurance 89 Developing Performance Measures for Internal Audit
90 Responsibility for Internal Audit Quality
91 Creating a Quality Assurance and Improvement Program
92 Reporting on Quality
e Competencies
activity-based costing
and reporting
s processes
perceptions, Features & Benefits, Purchasing & payment options, Delivery, After-sales, Differentiation/USPs, Service aspects, Sales & marke
uous improvement
Management
s, the supervisors, the internal and external auditors
ompliance program
sk and Compliance
implementing an ERM framework.
The purpose of a quality management system, of quality management systems standards, of management system a
Explain the role of an auditor to plan, conduct, report and follow up a quality management system audit
Plan, conduct, report and follow up an audit of a quality management system to establish conformity
es for Internal Audit Monitor the effectiveness of the quality assurance and improvement program
Conduct quality assurance procedures and recommend improvements to the performance of the intern
d Improvement Program Maintain effective Quality Assurance Improvement Program
ement Approach
or in the province
vice aspects, Sales & marketing/branding, Pricing perceptions
s, of management system audit andCari
o Exam Topic
nt system audit
h conformity
51
52
53
54
COMMERCE & RELATIONS DELIVERY AUDIT
11 IA 05. Product & Service Audit 55
56
57
59
60
61
65
66
67
14 LC/IA/RMG 06. Compliance Management 68
69
70
71
72
73
80
81
Competitive Intelligence 12
Portfolio Techniques of Competitive Analysis 10
Market Signals 4
Structural Analysis within an Industry 7
Industry Evolution
Assurance framework 5
Risk management and maturity
Risk based internal audit planning 11
Risk based assignment planning and reporting 3
Reporting on risk and control
Customer expectations
Competitor product/service offerings
Product/service: Design, Quality perceptions, Features & Benefits,
Purchasing & payment options, Delivery, After-sales, Differentiation/USPs,
Service aspects, Sales & marketing/branding, Pricing perceptions
ERM Framework 12
Recognize pitfalls to avoid when implementing an ERM framework.
5
Internal audit's role in the ERM framework. 13
Integration of Risk Information 6
Fraud in Context 9
Corporate-Wide Anti-Fraud Framework 1
Internal Audits Role 12
Digital Forensic Investigation 15