I recently had lunch with an audit executive who told me her team needed a new audit software solution. However, she kept putting it off because she felt overwhelmed by the myriad of options and the process of finding one. Wading through solution websites, stretching out mentally to determine which functionalities are marketing fodder and which are real, knowing she’d have to sit through numerous demos; she said she felt exhausted before she’d even begun!
The Onspring Admin Audit History report—this report logs every configuration change made in the system. When finishing a project or you need to count up the hours spent administering a site, pull up this report, set the filters based on the user account and date range (if any). Once the filters are set, you can export the data to Excel.
Selecting an IA software platform is not always an easy choice. To begin with, there are many stakeholders involved: audit staff, management, process and control owners, the audit committee and the board. Then tack on a wide variety of auditable entities: business units, processes, organizational functions, applications, facilities, etc. Finding a single management platform that can bring all of these elements together in a way that fits the size, scope and methods of your IA department is no easy task.
A quick Google search for “internal audit software” reveals a long list of available solutions. Many of these providers (Onspring included) exhibited at the recent Governance, Risk and Controls (GRC) Conference in Phoenix, co-sponsored by the IIA and ISACA. In terms of sheer quantity of choices, internal auditors have no shortage of software at their disposal. But how many of these solutions enable internal auditors to (as the IIA Research Foundation report describes) “creatively innovate to stay a step ahead of the real-time pace of technology advancement”?
Recently, I watched an excellent TED Talk video by author Simon Sinek that has changed my perspective on my career and my life in general. Simply put, Sinek challenges companies (and by extension the people who work for them) to articulate why they do what they do, rather than simply saying, “here’s what we do.” The idea is that when the right people understand and connect to the reasons why you choose to do the things you do, these people are much more likely to want to do business with you. As Sinek elegantly states: “People don’t buy what you do, they buy why you do it.”
Gantt charts. You love them or you hate them. Or you love to hate them. Whatever your sentiment toward this mainstay of the project management world, there’s no denying that Gantt charts can be an incredibly useful tool for visualizing project resources and activities over time. That is…IF they are easy to create and modify and IF they are accurate. Otherwise, they’re not worth the paper (or screen space) they’re written on.