The role of Internal Audit in organizational change
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- Berniece Johns
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1 The role of Internal Audit in organizational change PRECISE. PROVEN. PERFORMANCE.
2 Agenda Organisational change What, where, how The professional context Characteristics of change Typical issues for change programmes What challenges does Agile present? Agility in change assurance The role of Internal Audit Case studies where has IA added value Practical suggestions
3 Organisational change what, where, how? Digital transformation Customer centric business model Governance, risk management, compliance framework Cultural transformation New product/ service Outsourcing/ offshoring Capital raising Brexit New subsidiary/ branch IT system replacement/ upgrade New geographic market Cloud technology Capacity management Regulatory/ legal compliance Cost cutting (headcount reduction) Merger/ acquisition/ joint venture Process re-engineering Continuous Pace Scale
4 Change impact and characteristics Risk and control trauma Result: failure rate of up to 50% Change fatigue Nonsustainable controls Why failure? Project interdependency Poor planning Ineffective governance Failure in risk management Lack of buy-in Lack of timely assurance
5 The professional context International Professional Practices Framework/ IIA standards/ CIIA Financial Services Code: Adopt a risk based approach Opine on effectiveness of governance and risk management framework Identify themes and trends in risk mitigation and controllership Assure on adherence to risk appetite Assure on key corporate events BUT there are perceived limitations Independence.. segregation of third line of defence Defined methodology and approach Objective, factually validated evidence and findings
6 Requirements The value of change management The Excitement Factor Initial expectations Objectivity Minimum Viable Product Realism (Panic!) Time
7 The value of change management What problems are to be solved? What efficiencies are to be gained Objectives Data Ensure accuracy Ensure reconciliation Function Technology Right technology? Fit for purpose? Resource Capability Capacity Value Business Impact Behaviour and Culture
8 Auditing Agile Projects Traditional Agile Features Fixed Cost Time Quality Quality Time Cost Variable Features Image from Agile Business Consortium
9 Auditing Agile Projects Principles Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan Reasons/Issues for Auditing Is an Agile approach being followed? Validation of competency Assessment of the product backlog and prioritisation Team interaction, communications and productivity Management of customer requirements / expectations
10 What is an Agile project? Feasibility & Foundation Define Refine Create Review
11 What is an Agile project? Feasibility & Foundation Define Refine Create Review
12 What is an Agile project? Feasibility & Foundation Define Refine Create Review
13 What is an Agile project? Feasibility & Foundation Define Refine Create Review
14 Auditing Agile Projects What are we looking for? Traditionally, we would audit against documentation, project output and activities that have already taken place For agile projects, we assess The organisation and the planning, and indeed if the principles are being followed How controls are implemented How quality is being applied The accuracy of its performance measurements We continue to look at data evidence in terms of past events, project experience and team feedback but, in particular, we look at what is going on now.
15 Auditing Agile Projects Approach One-to-one interviews or group interviews? Formal interviewing or observation? When? For an entire sprint or overlapping sprint finish/start? Key Tips The right skills (of the auditor) Experienced agile practitioner Understanding of risks and controls Planning and preparation Look at Sprint 0 Feasibility and foundations: outline requirements, structure, design Training and methodology: team roles and competency Implementation The collaboration: sponsor, product owner, development team Sprint review and progress: planning, review, retrospective Flexibility for change Timing Too soon, and the process may not have time to mature Too late, and it will become an exercise for lessons learned Mid-project: perhaps an independent view to accelerate change
16 Audit toolkit
17 Case study 1 value added by IA Data warehousing project IA approach: Workshop with stakeholders and business, focusing on key points of concern and following intuition Issue: Lack of project governance, unclear goals, ownership, poor financial control Outcome Significant change in Business Requirements, project definition, project governance, financial control
18 Case study 2 value added by IA Digital transformation project IA approach: Early in project lifecycle: business readiness assessment Issue: Unclear business buy-in and engagement with the project; poor connection of project with ultimate business owner Outcome Project design amended, improved project communication and engagement, smoother ultimate transition into BAU
19 Case study 3 value added by IA New core IT system IA approach: (i) Review of project financial management; (ii) continual engagement in project governance, with contribution focussing on issues and fostering clearer escalation Issue: Spiralling project costs; financial viability of the project dubious Outcome Revision to project scope to cut cost spiral; better Board engagement and challenge outside of project team
20 Case study 4 value added by IA Governance and risk management framework renovation Issue: Inconsistent adoption across business units and lack of buy in IA approach: (i) Review of communication plan; and (ii) survey to stakeholders on understanding of framework design and implementation success Outcome Improved communication and implementation plan; design revised to take on business unit concerns; new risk system as enabler
21 Practical suggestions Positioning Approach
22 Practical suggestions Gain credibility for IA Plan for optimal impact Maintain a strategic mindset and holistic view Clarify IA s role Think for the future Tune into culture Positioning
23 Practical suggestions Approach Invest in and assess resourcing Embrace ambiguity Be flexible in assurance approach and methodology focus on the outcome Agree your assurance statement and reporting format
24 ? 24
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