My post on agile/Agile internal auditing has attracted a lot of attention, most in support but some have differing opinions.
I want to point you to the thoughts of three individuals.
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The first is James Patterson. He is the author of Lean Auditing: Driving Added Value and Efficiency in Internal Audit (I was honored to write the foreword).
James was asked by one of the readers of my post to share his thoughts, which he did at Lean and Agile Auditing. I recommend reading the entire article, but I will excerpt his closing:
In summary, as I see it, lean & agile internal auditing (small a) is about professional auditing that:
I) Understands how internal audit adds value (e.g. via the kano[1] framework);
II) Is clear who internal audit is adding value to (and it should not just be the person who is being audited);
II) Delivers assignments with less waste (e.g. muda[2], rura[3] and muri[4]), on a timely basis,
IV) Delivers insights (e.g. through root cause analysis and benchmarking good practices)
V) Communicates with impact (e.g. killer facts)
.. All of which is set out clearly in an assignment methodology that will pass an IIA EQA[5]..
And above everything all techniques – lean, agile, continuous auditing, data analytics etc., etc. should be seen as simply tools and frameworks that support progressive internal…
