You will build on the key responsibilities of the audit manager and explore best practices in internal auditing today. Focusing on establishing a mission statement and strategic plan for IA, you will cover how to set attainable objectives and goals; reacting to changing risk/control relationships; marketing IAs services; structuring the audit department; and the annual audit planning process.

By attending this highly interactive program, delegates will:

• Understand the implications of new corporate governance and regulatory requirements
• Develop and deliver an internal audit remit that will meet the changing expectations of key stakeholders
• Learn how to add value and demonstrate it
• Gain insights into current best practice in internal audit management
• Discover how to manage current audit ‘hot issues’ to your advantage
• Network and share your experiences with other senior audit professionals

Internal Auditors, Financial & Operational Auditors, Finance Personnel, External Auditors, Audit Managers and Supervisors, IT Auditors, Senior and In-Charge Auditors, Team Leaders and Directors

This interactive Training will be highly interactive, with opportunities to advance your opinions and ideas and will include:
• Lectures
• Workshop & Work Presentation
• Case Studies and  Exercise
• Videos and General Discussions

The Critical Role of the Audit Director / Manager

• Traditional roles, new responsibilities: addressing ERM and globalization
• Strategically acceptable organizational reporting
• Strategies that will help your department maximize its value

Developing an Effective Mission/Vision Statement

• Maintaining professional standards
• Building flexibility into the plan to allow Audits role to evolve

Incorporating consulting

• Business unit initiatives
• Pre-implementation teams
• Incorporating governance and ethics roles
• Knowing your business ERM process

Developing Strategic and Risk-Based Annual Business Plans

• Ensuring your plan is flexible enough to respond to new ERM challenges
• Creating plans that address senior managements and the audit committees goals
• Ensuring your ERM strategy addresses fraud, IT and SOX risks
• Blending long-term strategic plans with short-term annual plans
• Applying the roll-forward concept to your annual plan

Corporate Governance

• The impact of Sarbanes-Oxley and PCAOB on managing the IA department
• Role of IA in fraud prevention
• Proactive and strategic roles for IA
• Maintaining the tone at the top
• Key areas of exposure
• Global compliance

Building Relationships: Marketing and Selling Internal Audit

• Making sure IA isn’t the organizations best-kept secret
• More than 100 proven strategies for selling IA
• Making marketing a departmental effort

Audit Committee Relationships

• Best practices
• Education new members
• 10 pitfalls to avoid

Attracting and Keeping the Right People with the Right Stuff

• Innovative ways to find new talent, strategies for managing and balancing turnover
• Retaining and motivating talented staff

Co-Sourcing

• Getting the most out of resources within the rest of the organization
• Big four non-big four, attest vs. non-attest firm
• One multiple firms, fee vs. recovery agreements
• Domestic international coverage
• Managing costs

Minimizing Departmental Administration

• Eliminating inefficient and outdate procedures
• Taking a zero-based approach

Improving the Productivity of the Audit Process

• Planning smarter
• Testing less
• Thinking report from day one
• Making individual audits risk-based

Incorporating Best Practices throughout the Department IAs Role in High-Profile Situations and What Went Wrong

A RECTUS attendance certificate will be awarded to all participants who complete at least 80% of the total course duration