Do you audit by forms? Do you struggle with what forms to use—and which ones to leave out? Do you sometimes feel like forms create a maze, and you can’t get out? If yes, you are not alone.
While forms such as risk assessment, audit planning, and audit programs all are necessary, they can cause us to lose our way. To gain clarity, sometimes we need to go back to the basics.
Each year Vince Lombardi held a football up and said, “This is a football.” Then he’d begin teaching fundamentals to the best players on the planet. He knew that to win, his players had to understand blocking, tackling, passing, running. Understanding the basics brings clarity, and that’s what I’m after in the “The Why and How” of auditing—to remove the fog of following forms.
The Why and How of Auditing
Here’s an overview of the upcoming posts:
- The Why and How of Acceptance and Continuance
- The Why and How of Risk Assessment
- The Why and How of Fraud Auditing
- The Why and How of Audit Planning
- The Why and How of Auditing Cash
- The Why and How of Auditing Receivables/Revenue
- The Why and How of Auditing Plant, Property, and Equipment
- The Why and How of Auditing Payables/Expenses
- The Why and How of Auditing Payroll
- The Why and How of Auditing Debt
- The Why and How of Auditing Equity
- The Why and How of Wrapping Up Audits
- The Why and How of Audit Communications
- The Why and How of Project Management
Lucy says to Charlie Brown, “I’ll hold the ball, and you kick,” but as Charlie Brown leans into his launch, Lucy pulls away. You know the result: Charlie Brown, lying on his back.
Some audit procedures look appealing. They call for you to kick. But they are a waste of effort and energy. They leave you staring into the blue sky. We need to know what is best—and necessary. In the coming weeks, I will provide the bare minimum of what auditors need to do. So, join me in the journey.
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