Framework

Selecting, Using, and Creating Maturity Models: A Tool for Assurance and Consulting Engagements

Maturity models establish a systematic basis of measurement for describing the “as is” state of a process. A process’s maturity can then be compared to management’s expectations or contrasted with the maturity of other similar processes for benchmarking purposes.Insights also can be derived from the model for determining improvement options that help a process to satisfy its intended objectives over time. A maturity model describes process components that are believed to lead to better outputs and better outcomes. A low level of maturity implies a lower probability of success in consistently meeting an objective while a higher level of maturity implies a higher probability of success.The organization’s risk tolerance should be considered when determining the level of maturity that management expects to have in place. Auditors may want to use maturity models as criteria to assess business processes as part of assurance engagements, thus providing an easy-to-communicate understanding of the governance, risk, or control environment under review.In the absence of defined criteria for a process, the auditor can work with management to define adequate criteria using a maturity model.This practice guide provides guidance on the uses of maturity models, identifies considerations for their selection, and provides instructions on how to build them. Care must be taken to appropriately apply maturity models in assurance or consulting engagements, including validating their applicability to the process under review. Components of existing maturity models are provided for use “as is” or as the foundation for a model tailored specifically to an organization’s process.

The Three Lines of Defense in Effective Risk Management and Control: Is Your Organization Positioned for Success?

“The Three Lines of Defense in Effective Risk Management and Control” è il nuovo Position Paper, edito dall'IIA, che fornisce le linee guida utili alla mitigazione dei rischi, con speciale riferimento alle organizzazioni che operano in un contesto di business in continua evoluzione, indipendentemente dalle dimensioni delle aziende o dal loro grado di avversione al rischio.In particolare, il documento:sottolinea le criticità del risk management, espletando le specifiche mansioni che dovrebbero essere assegnate e coordinate all’interno dell'organizzazione stessa;fornisce un modo semplice ed efficace per migliorare le attività di comunicazione in ambito di risk management e controllo. 

LE ESTERNALIZZAZIONI E IL RUOLO DELL'IA: un modello di controllo condiviso

Documento presentato nel corso dell'evento del Comitato Finanziario "LE ESTERNALIZZAZIONI E IL RUOLO DELL’INTERNAL AUDIT: un modello di controllo condiviso" tenutosi a Milano il 12 settembre 2019.

The IIA'S THREE LINES MODEL

The Three Lines Model helps organizations identify structures and processes that best assist the achievement of objectives and facilitate strong governance and risk management.