IIA IIA-CIA-Part2日本語版試験勉強法、IIA-CIA-Part2ブロンズ教材

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IIA IIA-CIA-Part2 Exam Syllabus Topics:

Section	Weight	Objectives
Topic 1: Engagement Planning	50%	- Determine engagement objectives and scope - Identify and assess risks relevant to the engagement - Consider fraud risks and applicable laws/regulations - Develop engagement work program - Establish engagement criteria and resource requirements
Topic 2: Information Gathering, Analysis and Evaluation	40%	- Apply analytical procedures and data analysis techniques - Gather and verify relevant information and evidence - Evaluate controls, risks, and process effectiveness - Assess compliance with policies, standards, and requirements - Use technology and audit tools effectively
Topic 3: Engagement Supervision and Communication	10%	- Supervise engagement activities and review workpapers - Develop and communicate engagement observations and conclusions - Formulate recommendations and action plans - Monitor and follow up on engagement outcomes - Coordinate with stakeholders and resolve issues

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IIA Internal Audit Engagement 認定 IIA-CIA-Part2 試験問題 (Q367-Q372):

質問 # 367
Cross-referencing individual payroll time cards to personnel department records and reports would allow an internal auditor to determine whether:

A. Individuals were paid only for time worked.
B. Personnel department records agree with payroll accounting records.
C. Individuals were paid at the proper rates.
D. Individuals are bona fide employees.

正解：D

解説：
Section: Volume C

質問 # 368
An internal auditor and engagement client are deadlocked over the auditor's differing opinion with management on the adequacy of access controls for a major system. Which of the following strategies would be the most helpful in resolving this dispute?

A. Escalate the issue to senior management for a decision.
B. Conduct a joint brainstorming session with management.
C. Ask the chief audit executive to mediate.
D. Disclose the client's differing opinion in the final report.

正解：B

質問 # 369
Which of the following tasks would be considered unusual for planning a control self-assessment workshop?

A. Identifying key stakeholders and ensuring they are represented in the group.
B. Securing an external subject matter expert to arbitrate disputes.
C. Conducting interviews to identify relevant issues for the discussion.
D. Ensuring that managers are willing to accept constructive criticism.

正解：B

解説：
Section: Volume C

質問 # 370
Operational management In the IT department has developed key performance indicator reports, which are reviewed in detail during monthly staff meetings. This activity is designed to prevent which of the following conditions?

A. Knowledge/skills gap.
B. Communication failure
C. Accountability reward failure
D. Monitoring gap.

正解：D

解説：
Key performance indicator (KPI) reports are essential tools for tracking and evaluating the performance of various processes and activities within an organization. By reviewing these reports in detail during monthly staff meetings, operational management in the IT department aims to identify any discrepancies or issues promptly. This continuous monitoring helps to prevent a "monitoring gap," which is the failure to adequately oversee and assess operations, potentially leading to undetected problems or inefficiencies

質問 # 371
Which of the following is true of matrix organizations?

A. A combination of product and functional departments allows management to utilize personnel from various functions.
B. it is best suited for firms with scattered locations or for multi-line, large-scale firms.
C. A unity-of-command concept requires employees to report technically, functionally, and administratively to the same manager.
D. Authority, responsibility, and accountability of the units involved may vary based on the projects life, or the organization's culture.

正解：A

解説：
* Matrix Organization Structure: In matrix organizations, employees report to both functional and product managers. This dual reporting structure allows the organization to efficiently use its personnel across different projects and functions.
* Advantages of Matrix Structure:
* Resource Utilization: Personnel from various functions can be utilized effectively across multiple projects, improving resource allocation and flexibility.
* Coordination and Communication: This structure enhances coordination and communication across different functional areas and projects.
* Unity-of-Command: Option A is incorrect because the unity-of-command principle is compromised in a matrix organization due to dual reporting lines.
* Authority and Accountability: Option C is correct to some extent but does not capture the primary benefit of resource utilization.
* Suitability: Option D refers to the best use cases for matrix structures, but option B provides a more comprehensive understanding of how matrix organizations function.
Management and Organizational Behavior textbooks.

質問 # 372
......

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