Provide examples of critical customer and operational performance metrics that may be included in an IAA balanced scorecard (without requiring any computations).

As a part of understanding the client's performance measurement system, the auditor focusing on key performance indicators that management uses to measure progress toward its objectives which beyond financial statements figures Select one:  True or  Faise

Identify the type of outputs produced by the management information system. a. Projections, query responses b. Special reports, decision analyses c. Summary reports and those that contain any advese situation that may arise

Explain relationship between the client’s performance measurement system and client’s inherent risk.

What is the primary goal of environmental reporting? A) To provide financial forecasts B) To disclose environmental performance and impact C) To improve product design D) To enhance customer relations

Classify the following activities as per value chain analysis: 1.Communication, pricing and channel management 2.Installation, repairs & replacement 3.Planning and management 4.Infrastruacture of the company

Critically compare and contrast these two approaches IFC’s “Operating Principles for Impact Management” and the PRI’s “Investing with SDG outcomes: A five-part framework”

Which of the following is considered different and more limited in objectives than theothers?a. Operational auditing.b. Performance auditing.c. Management auditing.d. Financial statement auditing

Match each of the components of relevance with its definition. Relevance       Definitions 1 . Confirmatory value     2 . Predictive value 3 . Materiality  a. Information is useful in helping to forecast future outcomes. b. Information provides feedback on past activities. c. The nature or amount of an item has the ability to affect decisions.

Which SDLC stage is being performed? Writing operating procedures manuals Developing program and process controls Identifying alternative systems designs Developing a logical model of the systems Identifying external and administrative controls Testing the system Training personnel Evaluating the existing system Analysing the achievement of the systems benefits Modifying and alternating programs Analysing total quality management (TQM) performance measures Conducting a feasibility analysis Aligning AIS development plans with business objectives