Special Projects by Internal Auditors

Abstract

The science and discipline of management have undergone some remarkable changes in recent years. These changes affect virtually every part of organizations, including internal auditing. One impact has been an increase in what are known as special projects conducted by internal auditors. Notes three observations suggesting several unique challenges for internal auditors performing special projects. Observation 1 – Special projects are more likely to involve higher level strategy. Observation 2 – Special projects may lead internal auditors into unfamiliar organizational territory. Observation 3 – Special projects are more likely to occur in the context of larger projects. Outlines defining characteristics of special projects and analyses five issues related to the above observations: (1) how to ensure auditor competence; (2) how to gain senior management′s commitment to special projects by internal auditors; (3) how to determine objectives, expectations and deadlines; (4) how to schedule special projects; and (5) how to report findings.

Citation

Ratliff, R.L., Brackner, J.W. and Hanks, S.H. (1994), "Special Projects by Internal Auditors", Managerial Auditing Journal, Vol. 9 No. 5, pp. 24-30. https://doi.org/10.1108/02686909410060540