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Clear Lines on Audit and Risk

Clear Lines on Audit and Risk

High resolution on the basics of internal audit and risk management

  • New to this
    • Risk in work unit business planning
      • Risk in work unit business planning: What is it?
        • Starting from the business plan
        • Assumptions
          • Different kinds of tolerance and acceptability
        • Risk management driven as a prescribed process
          • If you have already been told how to do ‘risk management’, with templates
        • Exclusive focus on Enterprise Risk Management
        • What the risk work delivers: confidence
        • Understanding ‘risk’ for business planning
          • What can be left out of business plan risk
      • Risk in work unit business planning: Why this way?
      • First steps to confidence: Find the unit outcomes that matter
        • Discovering the objectives
          • Big questions about objectives
          • Precision-engineering objectives
            • Payroll example of engineering objectives
          • Priorities within business plan risk management
        • Draw lines of potential year-end outcome pictures
          • Degrees of success and failure
            • Reference table for (seven) success and failure levels
              • More on the seven levels of success and failure
          • Sketching outcome pictures at each level of success and failure
            • Example of outcome pictures with sub-objectives
            • Why unrealistic pictures matter
              • Working through far-fetched outcomes
        • Qualities of the outcome pictures
          • Prove and consolidate the outcome pictures
            • Picture review
            • Cell review
            • Objective-level review of outcome pictures
            • Review of the whole picture collection
        • Valuing your picture collection
          • Outcome pictures and consequence scales
            • Reconciling your outcome picture collection with a corporate consequence scale
      • Next steps: How your unit might not deliver the outcomes
        • Particular risks
          • The risk register
            • Model Risk Register (PDF)
        • Identifying risks
      • Decisive final steps: Taking action
    • What is Risk Management? Start here
      • The goal of risk management
      • Key Principles for actually managing risk
      • How does ‘risk management’ fit with all the other kinds of ‘management’?
      • What separate activities are specific to ‘risk management’?
      • Examples
      • Thinking too narrowly
      • Less common errors
    • Discrete risk management processes within an enterprise – Start here
      • Shapes for discrete risk management processes
      • Examples
      • Risk ‘to’ an area of activity and risk ‘from’ the activity
      • Extras for line managers and executives
      • Extras for the Australian Government (lots here)
  • Seen it all
    • Risk in work unit business planning
      • Risk in work unit business planning: Fast track for risk experts
        • How the how-to guide follows ISO 31000
        • Comparison of the how-to guide with typical corporate prescriptions
    • What is Risk Management? Start here
      • The goal of risk management
      • Key Principles for actually managing risk
      • How does ‘risk management’ fit with all the other kinds of ‘management’?
      • What separate activities are specific to ‘risk management’?)
      • Examples
      • Thinking too narrowly
      • Less common errors
      • Extras for risk specialists
        • Reconciling definitions of risk management
          • ‘Risk’
          • ‘Risk management’
          • Defining the end result of effective risk management
        • It’s not what ‘risk managers’ do
        • It’s not following a risk management process
        • CRMA supplement
        • CRISC supplement
      • Extras for the Australian Government (PGPA etc.)
    • Discrete risk management processes within an enterprise – Start here
      • Shapes for discrete risk management processes
      • Examples
      • Risk ‘to’ an area of activity and risk ‘from’ the activity
      • Extras for risk specialists
        • Vocabulary for ‘risk management process’
        • COSO and ISO 31000 views
        • ERM and discrete risk management processes
        • CRMA supplement
        • CRISC supplement
      • Extras for line managers and executives
      • Extras for the Australian Government (lots here)
    • Repeatable risk events don’t have a ‘likelihood’
    • How to turn an event frequency into likelihood
      • About the Clear Lines Excel implementation
      • Likelihood of a future event count within a range, from long-term event frequency
        • Likelihood of a future event count within a range, from a long-term event frequency: in Excel
      • Likelihood of a future event count within a range, from a history of events
        • Likelihood of a future event count within a range, from a history of events: in Excel
      • Likelihood of a future event size total within a range
        • Likelihood of a future event size total within a range: in Excel
        • Some results from Monte Carlo trials of total event sizes
  • Topics
    • Risk in work unit business planning
    • What is risk management?
      • What is Risk Management? Start here
        • The goal of risk management
        • Key Principles for actually managing risk
        • How does ‘risk management’ fit with all the other kinds of ‘management’?
        • What separate activities are specific to ‘risk management’?
        • Examples
        • Thinking too narrowly
        • Less common errors
        • Extras for risk specialists
          • Reconciling definitions of risk management
            • ‘Risk’
            • ‘Risk management’
            • Defining the end result of effective risk management
          • It’s not following a risk management process
          • It’s not what ‘risk managers’ do
          • CRMA supplement
          • CRISC supplement
        • Extras for line managers and executives
        • Extras for the Australian Government (PGPA etc.)
    • Discrete risk management processes within an enterprise – Start here
      • Shapes for discrete risk management processes
      • Examples
      • Risk ‘to’ an area of activity and risk ‘from’ the activity
      • Extras for risk specialists
        • Vocabulary for ‘risk management process’
        • COSO and ISO 31000 views
        • ERM and discrete risk management processes
        • CRMA supplement
        • CRISC supplement
      • Extras for line managers and executives
      • Extras for the Australian Government (lots here)
    • Repeatable risk events don’t have a ‘likelihood’
    • How to turn an event frequency into likelihood
      • About the Clear Lines Excel implementation
      • Likelihood of a future event count within a range, from long-term event frequency
        • Likelihood of a future event count within a range, from a long-term event frequency: in Excel
      • Likelihood of a future event count within a range, from a history of events
        • Likelihood of a future event count within a range, from a history of events: in Excel
      • Likelihood of a future event size total within a range
        • Likelihood of a future event size total within a range: in Excel
        • Some results from Monte Carlo trials of total event sizes
  • Clear Lines on Audit and Risk
  • Blog Roll and Links

CRISC

ISACA’s Certification in Risk and Information Systems Control. Specific references are to the certification Review Manual, available from the ISACA bookstore (regrettably the 2014 edition).

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Recent Posts

  • How to turn an event frequency into likelihood 24/11/2018
  • Repeatable risk events don’t have a ‘likelihood’ 02/11/2018
  • Worst case analysis: When, why, and how 05/10/2018
  • When do the consequences follow from a risk event? 17/07/2018
  • Risk consequences and enterprise success 19/05/2018

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