审计学一种整合的方法1ppt课件
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Accept client and perform initial audit planning.
Understand the client’s business and industry.
Assess client business risk.
Perform preliminary analytical procedures.
Understand internal control and assess control risk.
Gather information to assess fraud risks.
Develop overall audit plan and audit program.
©2008 Prentice Hall Business Publishing, Auditing 12/e, Arens/Beasley/Elder
➢ Web site visitors ➢ same-store sales ➢ sales/square foot
Performance measurement includes ratio analysis and benchmarking against key competitors.
8-7
Initial Audit Planning
➢ Client acceptance and continuance ➢ Identify client’s reasons for audit ➢ Obtain an understanding with the client ➢ Develop overall audit strategy
?2008prenticehallbusinesspublishingauditing12earensbeasleyelder829keypartsofplanningacceptclientandperforminitialplanning?newclientacceptanceandcontinuance?identifyclientsreasonsforaudit?obtainanunderstandingwithclient?stafftheengagement?2008prenticehallbusinesspublishingauditing12earensbeasleyelder830keypartsofplanningunderstandtheclientsbusinessandindustry?understandclientsindustryandexternalenvironment?understandclientsoperationsstrategiesandperformancesystem?2008prenticehallbusinesspublishingauditing12earensbeasleyelder831keypartsofplanning?assessclientbusinessrisk?evaluatemanagementcontrolsaffectingbusinessrisk?assessriskofmaterialmisstatements?2008prenticehallbusinesspublishingauditing12earensbeasleyelder832keypartsofplanningperformpreliminaryanalyticalprocedures?2008prenticehallbusinesspublishingauditing12earensbeasleyelder833learningobjective6statethepurposesofanalyticalproceduresandthetimingofeachpurpose
Governance includes the client’s organizational structure, as well as the activities of the board of directors and the audit committee.
➢ Corporate charter and bylaws
8 - 17
Client Objectives and Strategies
Strategies are approaches followed by the entity to achieve organizational objectives.
Auditors should understand client objectives.
➢ Financial reporting reliability ➢ Effectiveness and efficiency of operations ➢ Compliance with laws and regulations
©2008 Prentice Hall Business Publishing, Auditing 12/e, Arens/Beasley/Elder
©2008 Prentice Hall Business Publishing, Auditing 12/e, Arens/Beasley/Elder
8 - 13
Tour the Plant and Offices
By viewing the physical facilities, the auditor can asses physical safeguards over assets and interpret accounting data related to assets.
2. To help keep audit costs reasonable
3. To avoid misunderstanding with the client
©2008 Prentice Hall Business Publishing, Auditing 12/e, Arens/Beasley/Elder
1. Risks associated with specific industries 2. Inherent risks common to all clients in
certain industries 3. Unique accounting requirements
©2008 Prentice Hall Business Publishing, Auditing 12/e, Arens/Beasley/Elder
©2008 Prentice Hall Business Publishing, Auditing 12/e, Arens/Beasley/Elder
8-2
Three Main Reasons for Planning
1. To obtain sufficient competent evidence for the circumstances
©2008 Prentice Hall Business Publishing, Auditing 12/e, Arens/Beasley/Elder
8-5
Planning an Audit and Designing an Audit Approach
Set materiality and assess acceptable audit risk and inherent risk.
8 - 12
Business Operations and Processes
Factors the auditor should understand:
➢ Major sources of revenue ➢ Key customers and suppliers ➢ Sources of financing ➢ Information about related parties
8-3
Risk Terms
➢ Acceptable audit risk ➢ Inherent risk
©2008 Prentice Hall Business Publishing, Auditing 12/e, Arens/Beasley/Elder
8-4
Planning an Audit and Designing an Audit Approach
➢ Code of ethics
➢ Meeting minutes
©2008 Prentice Hall Business Publishing, Auditing 12/e, Arens/Beasley/Elder
8 - 16
Code of Ethics
In response to the Sarbanes-Oxley Act, the SEC now requires each public company to disclose whether is has adopted a code of ethics that applies to senior management.
©2008 Prentice Hall Business Publishing, Auditing 12/e, Arens/Beasley/Elder
8-8
Learning Objective 3
Gain an understanding of the client’s business and industry.
Audit Planning and Analytical Procedures
Chapter 8
©2008 Prentice Hall Business Publishing, Auditing 12/e, Arens/Beasley/Elder
8-1
Learning Objective 1
Discuss why adequate audit planning is essential.
8-6
Learning Objective 2
Make client acceptance decisions and perform initial audit planning.
©2008 Prentice Hall Business Publishing, Auditing 12/e, Arens/Beasley/Elder
©2008 Prentice Hall Business Publishing, Auditing 12/e, Arens/Beasley/Elder
8 - 15
Management and Governance
Management establishes the strategies and processes followed by the client’s business.
©2008 Prentice Hall Business Publishing, Auditing 12/e, Arens/Beasley/Elder
8-9
Understanding of the Client’s Business and Industry
Factors that have increased the importance of understanding the client’s business and industry:
Understand client’s business and industry
Industry and external environment
Business operations and processes
Management and governance
Os
©2008 Prentice Hall Business Publishing, Auditing 12/e, Arens/Beasley/Elder
8 - 14
Identify Related Parties
A related party is defined as an affiliated company, a principal owner of the client company, or any other party with which the client deals, where one of the parties can influence the management or policies of the other.
8 - 18
Measurement and Performance
The client’s performance measurement system includes key performance indicators. Examples:
➢ market share ➢ sales per employee ➢ unit sales growth
Measurement and performance
©2008 Prentice Hall Business Publishing, Auditing 12/e, Arens/Beasley/Elder
8 - 11
Industry and External Environment
Reasons for obtaining an understanding of the client’s industry and external environment:
The SEC also requires companies to disclose amendments and waivers to the code of ethics.
©2008 Prentice Hall Business Publishing, Auditing 12/e, Arens/Beasley/Elder
➢ Information technology ➢ Global operations
➢ Human capital
©2008 Prentice Hall Business Publishing, Auditing 12/e, Arens/Beasley/Elder
8 - 10
Understanding of the Client’s Business and Industry
Understand the client’s business and industry.
Assess client business risk.
Perform preliminary analytical procedures.
Understand internal control and assess control risk.
Gather information to assess fraud risks.
Develop overall audit plan and audit program.
©2008 Prentice Hall Business Publishing, Auditing 12/e, Arens/Beasley/Elder
➢ Web site visitors ➢ same-store sales ➢ sales/square foot
Performance measurement includes ratio analysis and benchmarking against key competitors.
8-7
Initial Audit Planning
➢ Client acceptance and continuance ➢ Identify client’s reasons for audit ➢ Obtain an understanding with the client ➢ Develop overall audit strategy
?2008prenticehallbusinesspublishingauditing12earensbeasleyelder829keypartsofplanningacceptclientandperforminitialplanning?newclientacceptanceandcontinuance?identifyclientsreasonsforaudit?obtainanunderstandingwithclient?stafftheengagement?2008prenticehallbusinesspublishingauditing12earensbeasleyelder830keypartsofplanningunderstandtheclientsbusinessandindustry?understandclientsindustryandexternalenvironment?understandclientsoperationsstrategiesandperformancesystem?2008prenticehallbusinesspublishingauditing12earensbeasleyelder831keypartsofplanning?assessclientbusinessrisk?evaluatemanagementcontrolsaffectingbusinessrisk?assessriskofmaterialmisstatements?2008prenticehallbusinesspublishingauditing12earensbeasleyelder832keypartsofplanningperformpreliminaryanalyticalprocedures?2008prenticehallbusinesspublishingauditing12earensbeasleyelder833learningobjective6statethepurposesofanalyticalproceduresandthetimingofeachpurpose
Governance includes the client’s organizational structure, as well as the activities of the board of directors and the audit committee.
➢ Corporate charter and bylaws
8 - 17
Client Objectives and Strategies
Strategies are approaches followed by the entity to achieve organizational objectives.
Auditors should understand client objectives.
➢ Financial reporting reliability ➢ Effectiveness and efficiency of operations ➢ Compliance with laws and regulations
©2008 Prentice Hall Business Publishing, Auditing 12/e, Arens/Beasley/Elder
©2008 Prentice Hall Business Publishing, Auditing 12/e, Arens/Beasley/Elder
8 - 13
Tour the Plant and Offices
By viewing the physical facilities, the auditor can asses physical safeguards over assets and interpret accounting data related to assets.
2. To help keep audit costs reasonable
3. To avoid misunderstanding with the client
©2008 Prentice Hall Business Publishing, Auditing 12/e, Arens/Beasley/Elder
1. Risks associated with specific industries 2. Inherent risks common to all clients in
certain industries 3. Unique accounting requirements
©2008 Prentice Hall Business Publishing, Auditing 12/e, Arens/Beasley/Elder
©2008 Prentice Hall Business Publishing, Auditing 12/e, Arens/Beasley/Elder
8-2
Three Main Reasons for Planning
1. To obtain sufficient competent evidence for the circumstances
©2008 Prentice Hall Business Publishing, Auditing 12/e, Arens/Beasley/Elder
8-5
Planning an Audit and Designing an Audit Approach
Set materiality and assess acceptable audit risk and inherent risk.
8 - 12
Business Operations and Processes
Factors the auditor should understand:
➢ Major sources of revenue ➢ Key customers and suppliers ➢ Sources of financing ➢ Information about related parties
8-3
Risk Terms
➢ Acceptable audit risk ➢ Inherent risk
©2008 Prentice Hall Business Publishing, Auditing 12/e, Arens/Beasley/Elder
8-4
Planning an Audit and Designing an Audit Approach
➢ Code of ethics
➢ Meeting minutes
©2008 Prentice Hall Business Publishing, Auditing 12/e, Arens/Beasley/Elder
8 - 16
Code of Ethics
In response to the Sarbanes-Oxley Act, the SEC now requires each public company to disclose whether is has adopted a code of ethics that applies to senior management.
©2008 Prentice Hall Business Publishing, Auditing 12/e, Arens/Beasley/Elder
8-8
Learning Objective 3
Gain an understanding of the client’s business and industry.
Audit Planning and Analytical Procedures
Chapter 8
©2008 Prentice Hall Business Publishing, Auditing 12/e, Arens/Beasley/Elder
8-1
Learning Objective 1
Discuss why adequate audit planning is essential.
8-6
Learning Objective 2
Make client acceptance decisions and perform initial audit planning.
©2008 Prentice Hall Business Publishing, Auditing 12/e, Arens/Beasley/Elder
©2008 Prentice Hall Business Publishing, Auditing 12/e, Arens/Beasley/Elder
8 - 15
Management and Governance
Management establishes the strategies and processes followed by the client’s business.
©2008 Prentice Hall Business Publishing, Auditing 12/e, Arens/Beasley/Elder
8-9
Understanding of the Client’s Business and Industry
Factors that have increased the importance of understanding the client’s business and industry:
Understand client’s business and industry
Industry and external environment
Business operations and processes
Management and governance
Os
©2008 Prentice Hall Business Publishing, Auditing 12/e, Arens/Beasley/Elder
8 - 14
Identify Related Parties
A related party is defined as an affiliated company, a principal owner of the client company, or any other party with which the client deals, where one of the parties can influence the management or policies of the other.
8 - 18
Measurement and Performance
The client’s performance measurement system includes key performance indicators. Examples:
➢ market share ➢ sales per employee ➢ unit sales growth
Measurement and performance
©2008 Prentice Hall Business Publishing, Auditing 12/e, Arens/Beasley/Elder
8 - 11
Industry and External Environment
Reasons for obtaining an understanding of the client’s industry and external environment:
The SEC also requires companies to disclose amendments and waivers to the code of ethics.
©2008 Prentice Hall Business Publishing, Auditing 12/e, Arens/Beasley/Elder
➢ Information technology ➢ Global operations
➢ Human capital
©2008 Prentice Hall Business Publishing, Auditing 12/e, Arens/Beasley/Elder
8 - 10
Understanding of the Client’s Business and Industry