...NINJA CPA REVIEW® NINJA Notes 2015 Auditing & Attestation Table of Contents The N.I.N.J.A. Framework I. Engagement Planning 8 II. Internal Control 25 III. Auditing & IT 36 IV. Evidence & Risk 42 V. Audit Reports 57 VI. Audit Sampling 66 VII. Professional Responsibilities 77 VIII. International Auditing 84 2 The N.I.N.J.A. Framework NAIL THE CONCEPTS Watch your CPA Review videos first – before working any assigned homework questions. The CPA Review industry says to watch a section of CPA Review video and then work the accompanying MCQs. This perspective stems from the old-school approach to the paper and pencil exam where you had to sit in a live classroom and learn from an instructor on weekends. Today, there is a smarter way to study. You don’t have to go to a weekend live course. You can fire up the laptop on a Tuesday morning and knock out two hours of material before you even brush your teeth. If you work MCQs in week one over your week one topic, guess what? You will work them again in week 5 or 6 when you review because you will forget what you learned. If you watch a video in week one and score an 85 on the corresponding MCQs, will you be able to score an 85 four weeks later? Not likely. You will need to work them again anyway and it’s not a smart use of study time. Instead, let the N.I.N.J.A. Framework guide you. INTENSE NOTES Repeat after me: “PUT THE HIGHLIGHTER DOWN.” Which method do you think will...
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...were identified while watching the footage. • Authorization o No Charter for the internal audit team to follow. • Reporting o Report is edited by the CEO. o Limited Scope with no audits by parent company. o No interactions with external audit teams. o CAE must report periodically to senior management and the board and share information with external providers. ** • Competence and Experience o Young staff with no prior experience or CPA licenses. o CAE relatively young and inexperienced for position. CAE has financial audit background only. o Proficiency and Due Professional Care require internal auditors to possess the knowledge, skills, and other competencies. *** • Risk Assessment and Audit Planning (Sampling and Follow up) o No audit schedule designed and approved by the board. o No risk assessment done. o CAE must establish a risk-based plan to determine the priorities of the internal audit activity. Internal auditors must develop and document a plan. * • Corporate Governance o Ineffective whistle blow hotlines o CAE reports directly to CEO. CEO knows content of audit and modifies audit reports before presenting it to the board. o Disclosures of Nonconformance must be reported to the Board. **** • Professional Skepticism o No follow up with OSHA on eye exam requirements. o No audit of manufacturing per CEO request even though the CAE recommended. RECOMMENDATION: I recommend that the audit committee and upper management address all of the issues identified...
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...2-20 Chapter 3, pp. 67-69: Problems 3-23, 3-25, 3-26 2-7 (Objectives 2-2, 2-4, 2-5) Who is responsible for establishing auditing standards for audits of public companies? Who is responsible for establishing auditing standards for private companies? Explain. A. For public companies, the standards are established by the PCAOB, whereas the standards for all non-public entities are set by the Auditing Standards Board of the AICPA. The split between public and private entities occurred as a result of the passage of the Sarbanes-Oxley Act which set up the PCAOB. 2-10 (Objective 2-6) Generally accepted auditing standards have been criticized by different sources for failing to provide useful guidelines for conducting an audit. The critics believe the standards should be more specific to enable practitioners to improve the quality of their performance. As the standards are now stated, some critics believe that they provide little more than an excuse to conduct inadequate audits. Evaluate this criticism of the 10 generally accepted auditing standards. B. The standards are provided as a minimum standard, not a maximum, and auditors are encouraged to strive for more. The concern for more specificity in the standards is that it could turn into a mechanistic process of data gathering, removing all professional judgment from the audit. The standards also need to have the flexibility to fit into the specific situation of a company, i.e., determination of sample size. 2-16 (Objective...
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...- Assurance services F/S audit, Reviews, review of controls at service org,, assessing I/C’s, compliance audit; special reporting engagements - Types of core questions (level A and B): o Acceptance decision & audit planning o Which financial reporting framework to apply o Review a prepared audit file (strengths/weaknesses) o Procedures to check if partnership promises upheld o Discuss conflict/independence issues involved o Due diligence procedures for takeover target o Draft a preliminary management letter o Audit report issuance matters o Key risks(significant risks) and business issues o Set extent of assurance work o Design procedures based on scope/risk/materiality (& explain purpose of procedures) o Execute the work plan o Discuss engagement options o Document results of procedures o Evaluate evidence & Draw conclusions o Prepare info for stakeholder meetings o Evaluate I/C - Types of side questions (level C): o Pending changes in standards o Evaluate IT portion of I/C o Audits of: offering documents, forecasts/projections in a prospectus, f/s affected by environmental matters (incl. environmental audits) o VFM audits; solvency matters; reports on summarized/comparative F/S; reports on consistent application of GAAP (continuous auditing) o Audit procedures on segment disclosures in F/S o Emerging services; operational audits; forensic engagements - Not tested o Reports on: pension fund f/s; regulated FI’s; insurance companies; trust/savings companies ...
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...ACC 700 Milestone two Newham Company Click Link Below To Buy: http://hwaid.com/shop/acc-700-milestone-two-newham-company/ The second milestone is a rough draft of the second artifact for your professional portfolio, a sample audit. The sample audit will consist of three main parts:the business risk analysis, the sample audit program, and the report of recommendations. Thiswill be graded using the rubric at the end of this document and is an opportunity for you to organize your thoughts and receive feedback from your instructor for the final submission. Note that the submission guidelines for this milestone are less demanding than those for the final submission. Once you have submitted this milestone and receivedfeedback from your instructor,it is up to you to incorporate this feedback and complete the artifact by meeting thesubmission requirements found in the Final Project Guidelines and Rubric document. Newham Company Information Newham Company is a publicly traded company operating in the “personal product” industry.Newhammanufactures cosmetic and body-care products.These products are sold to large department chain stores, such as Target and Walmart,to be sold and distributed to the final consumer. Competitors include Revlon, Inc.(REV –NYSE) and Avon Products, Inc.(AVP -NYSE). NewhamCompany has experienced steady growth over the past several years. Recently, there has been a change in executive management, includingthe CEO and CFO.The change was sparked by...
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...http://pcaobus.org/Standards/Auditing/Pages/default.aspx 1. After the report release date – can the auditor delete or discard or add information to the audit work papers? Information cannot be deleted or discarded from the audit work papers after the report release date, but information can be added to the work papers after the release date. 2. Certain audit matters may be documented in a central repository for the public accounting firm or in the particular office participating in the engagement. What matters may be documented in this manner and does the specific engagement’s audit documentation need to include a reference to such matters? Matters such as auditor independence, staff training and proficiency, and client acceptance and retention may be documented in a central repository. Also, yes, the specific engagement’s audit documentation needs to include a reference to the central repository if one is utilized. 3. May an auditor conduct an engagement to report on whether a previously reported material weakness continues to exist if and, if so, what are the related requirements that the auditor must comply with? An auditor may report on whether a previously reported material weakness continues to exist at a company only if all of the following conditions are met: • Management accepts responsibility for the effectiveness of internal control over financial reporting; • Management evaluates the...
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...Assurance on sustainability reports: An International Comparison (1) Archival study ! global compustat I. Abstract Identify the factors associated with: Decision to voluntary purchase assurance The choice of the assurance provider A company needs to enhance credibility through assurance and choice of assurance provider will be a function of company, industry and country related factors. Findings: Companies seeking to enhance the credibility of their reports and build their corporate reputation are more likely to have their sustainability reports assured, although it doesn’t matter whether the assurance provider comes from the auditing profession. Companies domiciled in more stakeholder-oriented countries are more likely to choose a member of the auditing profession II. Introduction Purpose ! understand emerging assurance market and the role of assurance in establishing corporate credibility Why buy assurance? Increased stakeholder or user confidence in the quality of the sustainability information provided Increased stakeholder trust in the level of organizational commitment to sustainability agendas III. Literature review on voluntary assurance Why report? Informing stakeholders ! reducing information asymmetry Reporting also attests to organizational commitment, risk management, and a desire to build a corporate reputation Demand for assurance stems from the need to mitigate information asymmetry with institutional creditors. The auditing profession has well developed global...
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...Social Audit: A Toolkit A Guide for Performance Improvement and Outcome Measurement CENTRE FOR GOOD GOVERNANCE Knowledge Technology People Social Audit: A Toolkit No part of this book may be reproduced in any form without permission in writing from the publisher, except by a reviewer or a research scholar who may quote brief passages in a review in a magazine or a newspaper or for research purposes as the case may be. Copyright CGG 2005 Printed and published by the Director General & Executive Director, Centre for Good Governance Dr MCR HRD IAP Campus, Road No. 25, Jubilee Hills, Hyderabad 500 033. 2 |||Social Audit: A Toolkit| |||||| |||||| |||||| ||Contents|||| |Preface|||| |List of abbreviations|||| SECTION – I. SOCIAL AUDIT EXPLAINED|7|| 1.|Introduction to Social Audit|9| 2.|Accountability Mechanisms: Cases from India|10|| 3.|Social Audit Vs Other Audits|13|| 4.|History of Social Audit|14|| 5.|Stakeholders and Social Audit|15|| 6.|Principles of Social Audit|17|| 7.|Uses and Functions of Social Audit|18|| 8.|Benefits of Social Auditing for Government Departments|19|| 9.|The Design and Methodology|20|| 10.|Social Audit for Government of Andhra Pradesh|21|| 11.|Good Governance and Social Audit|22|| 12.|Social Auditing and Performance Evaluation|24|| 13.|How does Social Audit work?|25|| 14.|Who can use Social Audit?|26|| 15.|Social Audit and Social Capital|27|| 16.|Designing...
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...Council translates the elements into mechanisms: • Is the board telling us what is going on? →forming an environment to take risk. • Is the board taking responsibility? →clarifying the role of the board and management. • Is the board doing the right thing? →Meeting information needs of investment communities. 3. What is an SME? SME stands for Small and Medium Enterprises. 4. What processes would you expect to find in a company relating to risk management and compliance processes? • Policy/framework • Board commitment, oversight and review • Accountability • Risk processes: o Risk identification o Risk assessment/measurement o Risk response • Robust appropriate internal control and statutory and regulatory compliance...
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...Section 5 Audit Process: Audit Planning To Fieldwork Section 5 documents how the Office of the City Auditor complies with standards related to reasonable assurance, significance, audit risk, and planning. This section provides guidance on the how to apply those standards in conducting audits based on the Citywide Risk Assessment model or requested audits. Specifically, this section will cover the initial planning phase of the audit (preliminary survey) that begins with start the audit, preliminary survey and risk assessment, and development of the audit program. The purpose of audit planning process is to generate information and ideas to better understand the audit subject, determine the audit objective, and to develop the audit field work program. Planning also involves estimating the time and resources necessary to complete the audit. The evidence gathered in background research and later fieldwork is documented in the working papers. Key outputs of audit planning include an audit background memorandum; audit scope statement; risk and vulnerability assessment document; and field work audit program. AUDIT PLANNING PROCESS The audit planning process can be divided into the following three phases: 1) starting the project, 2) preliminary survey (planning the audit and conducting risk assessment), and 3) developing the audit program. These steps are followed by fieldwork and reporting. Details of each of the steps are noted below. Audit Start City Auditor assigns staff to audit. City...
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...organisations’ internal control systems. An effective internal audit function plays a key role in assisting the board to discharge its governance responsibilities. Yet how does the board – and its audit committee – satisfy itself that internal audit is functioning effectively and efficiently? The board’s responsibility for internal controls Through working with a broad range of organisations in Hong Kong and internationally, KPMG has identified a number of best practices in relation to the role played by the board audit and/or risk management committees. s Recent events have highlighted the critical role of boards of directors in s s s s s s s Assessing the scope and effectiveness of the systems established by management to identify, assess, manage and monitor the various risks arising from the organisation’s activities. Ensuring senior management establishes and maintains adequate and effective internal controls. Satisfying itself that appropriate controls are in place for monitoring compliance with laws, regulations, supervisory requirements and relevant internal policies. Monitoring and reviewing the effectiveness of the internal audit function. Reviewing and assessing the internal audit plan and its progress. Ensuring that the internal audit function is adequately resourced and enjoys appropriate standing within the organisation. Considering management’s response to major internal audit recommendations and progress in their implementation. Approving...
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...0 0 REPORT OF THE COMMITTEE ON 0 0 THE F INANCIAL A S P E C T S OF C ORPORATE G OVERNANCE 1 DE C E M B E R 1992 0 0 REPORT OF THE COMMITTEE ON 0 0 THE F INANCIAL A S P E C T S OF C ORPORATE G OVERNANCE 0 1992 The Committee on the Financial Aspects of Corporate Governance and Gee and Co. Ltd. Reproduction of this publication in whole or in part is unrestricted for internal communications within a given organisation. It is otherwise subject to permission which will not be refused but will attract a reasonable reproduction charge. A leaflet is available from the Publishers setting out full details of the level of the charge and when it is applicable. First published December 1992 ISBN 0 85258 913 1 (Report) ISBN 0 85258 915 8 (Report with Code of Best Practice) Gee (a division of Professional Publishing Ltd) South Quay Plaza 183 Marsh Wall London El4 9FS Freephone: (0800) 289520 Fax: (071) 537-2557 Printed in Great Britain by Burgess Science Press. Queries and correspondence relating to the report should be addressed to: The Secretary Committee on the Financial Aspects of Corporate Governance Up to 31 Decemher~ 1992 P.O. Box 433 Moorgate Place London EC2P 2BJ Tel: (07 I) 628-7060 ext.2565 Fax: (071) 6281874 From 1 Ja/rrrar~y 1 9 9 3 c/o The London Stock Exchange L o n d o n EC2N IHP Tel: (071) 797-4575 Fax: (071) 4.1~0:6822 Additional copies of the report may be obtained from: Gee (a division...
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...CASH Audit objects : - existence recorded cash balances exist at the balance sheet date. - completeness recorded cash balances include the effects of all cash trans-actions that have occurred; year – end transfer of cash between banks are recorded in the proper period. - rights and obligations the entity has legal title to all cash balances shown at the balance sheet date. - valuation recorded cash balances are realizable at the amounts stated on the balance sheet and agree with supporting schedules. - presentation and disclosure cash balances are properly identified and clas-sified in the balance sheet; lines of credit, loan guarantees and other re-strictions on cash balances are appropriately disclosed. !!! REMARKS: o A high volume of cash transactions result in a high inherent risk. o Controls over cash transactions are usually strong and are tested in connec-tion with the audits of sales and purchases. o Regular bank reconciliations are an important control over the prevention and detection of fraud and error. o The use of “imprest” accounts for petty cash and for payroll and dividend cheques is a further control over safeguarding cash balances. o Cash balances are usually relatively small but significant because of their importance for liquidity. o The small balance means that auditors tend to adopt a predominantly sub-stantive approach to the audit of cash balances. o Analytical procedures are little used in the audit of cash balances. o Cut –...
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...AMS ACCOUNTING LLP Project Report on Audit of Matty Kitchens vikas 8/1/2014 Table of Contents Analytical Review 3 • Comparison 3 Changes in Income statement 3 Changes in Balancesheet 5 • Ratio Analysis 7 Liquidity position 7 Profitability 8 Leverage 8 Asset Management 8 Audit Risk assessment and Audit Approach 9 • Going concern risk 9 • Revenue 10 • Expenses 11 • Inventory 11 • Account Receivables – valuation and existence 13 • Goodwill 13 • Account payables 14 • Capital Assets 15 Materiality 16 Evaluation of Internal Auditor work 17 Additional procedures performed at future inventory count 18 • Procedures performed during inventory count 19 • Procedures followed after inventory count 20 Audit program for Property Plant and Equipment 22 ROMM 22 Approaches to testing 22 Audit Test 23 Audit Documentation and Audit File 25 • Importance of audit documentation 25 • Parts of Audit file require Documentation 26 Auditor Report 28 Analytical Review Analytical review of Matty Kitchens is done using comparison and Ratio analysis. This analysis is based on extract of financial statement provided by Matty Kitchens. Matty Kitchens, a distributor of packaged meals and these meals are prepared by the matty kitchens itself. Company sell these products to grocery stores nationwide. Matty kitchens operates in a competitive environment. Because increased competition could affect the...
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...Boards are responsible for operating business activities, managing staffs and developing business plan in collaboration with the Boards of Directors for the future of the organization. In B&O, the executives should design, develop and implement strategic plan for their project in a cost-effective and time-efficient manner. The Executive Board should discuss the planning with the Engineer Boards and Audit Committee in implementing and controlling the construction process. The Executive Board manages the reports on construction progress and on operations. The Executive Director plays a leadership role for an organization and also fulfills a motivational role in addition to office-based works. The Board of Directors may not be good at leadership or encourage staffs to perform daily works but Board of Directors is able to work with Board of Executives on strategic plans and evaluate the Executive Board’s performance. The Executive Director will make report to the Board of Directors so the Board of Directors should be independent from the Executive Board to review and evaluate how the Executive Board performs periodically. For example, in April 8th, 1827 meeting, the Board of Directors appointed two of the Directors, John Morris and William Stewart to examine the “Treasurer’s accounts” and report their findings to the...
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