Summary

“To improve you have to be measured, to be the best you have to be compared”
The Performance Assessment allows the Internal Audit activity to conduct a research process, to benchmark, adapt and implement fluid and effective practises.

Performance assessment 1

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For what objectives?

Raising expectations in terms of audit service quality

Challenging the routine delivery of key audit processes

Review the allocation of stretched audit resources

Establishing better control over patchy audit cycle times

Ensuring better « just in time » reporting

Optimizing flexibility and versatility of Internal Auditors

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Key success factors

Setting credible and realistic goals

Perform an unbiased assessment of audit practices

Leveraging full potential benefits in a structured manner

Implanting relevant methods and effective practices

Aiming above and beyond stakeholder satisfaction

Rethinking audit processes with long term competitiveness in mind

Facilitate change management whilst maintaining audit activities in motion

A structured and pragmatic Performance Framework

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Performance assessment 2

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A multi-dimensional approachs

Redefining strategic priorities of the Internal Audit Activity

Developing indicators and targets of the strategic priorities

Measuring key processes

Identifiying and defining productivity gains

Redesigning key processes through lean and zero defect management

Establishing an operational and measurable roadmap

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In which context should a Performance Assessment be conducted?

Uncontrolled overspending

Overwork as a standard, limiting the ability to take a step back

Regular third party dissatisfaction, whether implicit or explicit

Recurring publication of reports past the due date

Declining quality combined with cumbersome supervision

Performance assessment 3

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For what investment return?

Return to core activities of the audit cycle

Reduce the occurrence and impact of process defects and flaws

Pace down and remove incremental ineffective activities

Maximise the impact of interactions with stakeholders

Transform organizational constraints into development opportunities

Recalibrate audit resources to match strategic challenges and constraints

Témoignages

Jean-François DUBOT

DIRECTEUR, JEC - Direction de l'Audit et des Risques, RTE (Réseau de transport d'électricité)

La DAR de RTE est très satisfaite du diagnostic réalisé par l’IFACI : il montre tous les progrès “substantiels” réalisés depuis le précédent diagnostic de 2013, en même temps qu’il définit des axes d’amélioration “ambitieux” qui dessinent pour l’équipe une trajectoire de performance pour l’avenir. Nous nous y sommes engagés dès à présent, avec l’élaboration …

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