IA Capability Maturity Model

(IA-CMM)TheICGFMConferenceMiami,FloridaMay21,2007•TheIIAandTheIIAResearchFoundation•DraftIA-CMM–Objectives–Background–Structure–UnderlyingPrinciples–NextSteps(IIA)•Establishedin1941,TheInstituteofInternalAuditors(IIA)isaninternationalprofessionalassociationofmorethan125,000membersin160countries.•Throughouttheworld,TheIIAisrecognizedastheinternalauditprofession’sleaderincertification,education,research,andtechnologicalguidance.•GRCofTheIIArecommendedthatanIA-CMMbedevelopedas:–Abasisforimplementingandinstitutionalizingeffectiveinternalauditinginthepublicsector–Aroadmapfororderlyimprovementtostrengthencapabilities–TheirHistory•BasedonQualityManagementPrinciples•SoftwareEngineeringInstitute–Theoriginaldevelopersofcapabilitymaturitymodels®TM•Software•HumanResourceManagement•OfficeoftheAuditorGeneralofCanada–FinancialManagementCapabilityModel•AtoolthatdescribesthekeyelementsneededforeffectiveIA•DescribesanevolutionarypathforapublicsectororganizationtofollowindevelopingeffectiveIAtomeetitsgovernanceneedsandmeetprofessionalexpectations•AnadvocacytooltomarketIAtodecisionmakers•Modellinksto“recommendedpractices”ateachlevel•IAvarieswidelyfromcountrytocountry•Differencesinculture,managementpracticesandprocesses•NeedforagovernancemodelincludingIA•Opportunitiestomodernize/evolveIA,improveitseffectivenessanddelivervalueadded•Criticalneedforadevelopmentalmodel,especiallyindevelopingcountries•Acommunicationvehicle•Aframeworkforassessment•Aroadmapfororderlyimprovement•Differentperformanceexpectationsandmeasuresexistnow•Capacitygetsbuiltinsteps/stages•Needacommonmap/conceptualframework•Roadmaptobuildcapacitytoachievehigherleveloffunctionality•Guidancetodeterminethecapacitylevelthatanorganizationwants/needs•Toexploreandidentify:–Characteristicsofeachcapabilitylevel–Elementsthatmakeuptheinternalauditingactivity–Keyprocessareasateachcapabilitylevelandwithineachelement–GoalsthatneedtobeachievedandactivitiesandpracticesofeachKPAthatneedtofunctioneffectivelytomovetonextlevel•Throughextensiveconsultationandvalidation•Inputfromglobal,nationalorganizationsinvolvedwithgovernance,publicsectorauditing,internalauditing•IA’sObligations–IAisanintegralcomponentofeffectivegovernanceinthepublicsector–IAassistsorganizationsachievetheirobjectivesandaccountfortheirresults•AnOrganization’sObligations–Todeterminetheoptimumlevelofinternalauditingcapabilitytosupporttherequiredgovernancestructures–Toachieveandmaintainthedesiredcapability•OptimumCapability–Threevariablesmustbeconsidered•IAactivity•Theorganization•TheEnvironment–Noteveryorganizationrequiresthesamedegreeofcapabilityorsophistication–IAmustbedeliveredinacost-effectivemanner–No“onesizefitsall”•Notprescriptive–whatshouldbedoneratherthanhowtodoit•Auniversalmodelwithcomparabilityaroundprinciples,practicesandprocessestoimproveIAandbeappliedglobally•Acommunicationvehicle•Aframeworkforassessment•Aroadmapfororderlyimprovement•Progressovertime•Refineandvalidatethedraftmodelglobally–broad-basedinput–Benchmarkingpartners–Illustrativerecommendedandleadingpractices•CompletedIA-CMM–November2007–Summary–ImplementationWorkbook/s