Connect “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
Performance assessment 1
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
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
Performance assessment 2
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
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
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 …