It infrastructure audit program

5/28/2018 Strayer University Bookshelf: Auditing IT Infrastructures for Compliance

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Chapter 5 Goals When you complete this chapter, you will be able to:

• Define the scope and frequency of an audit

• Identify the key requirements for an audit

• Understand the importance of risk management in assessing security controls

• Identify the information and resources needed for an IT audit

• Relate the IT security policy framework to the seven domains of IT infrastructure

• Understand why monitoring requirements help with an IT audit

• Identify security control points

• Differentiate between the project management tasks of an IT audit

Defining the Scope, Objectives, Goals, and Frequency of an Audit

The scope, objectives, goals, and frequency of audits are based on a risk assessment. Depending on the risk, the frequency of audits varies. Critical systems controls might need to be monitored more often than noncritical controls. In more high-risk situations, automated or continual audit tests might be considered.

Prior to performing an audit, the auditor should first define the audit scope. The scope includes the area or areas to be reviewed as well as the time period. Experienced auditors know it’s just as important to define what will be audited as it is to define what will not be audited. If scope is not clearly defined, scope creep occurs, likely increasing the auditor’s workload. Scope creep is a term common to projects where the plans or goals expand beyond what was originally intended.

The audit objective is the goal of the audit. Both scope and objective are closely related. For the audit to be effective, the scope must consider the objectives of the audit. Defining scope requires consideration of the personnel, systems, and records relevant to the objective. Time is another consideration dependent upon the objective. The depth and breadth of an audit usually determines the time frame required to meet the objectives.

An external audit of financial controls, for example, will likely have a more narrow scope than an internal audit of information technology (IT) controls. When defining

5/28/2018 Strayer University Bookshelf: Auditing IT Infrastructures for Compliance

https://strayer.vitalsource.com/#/books/9781284104387/cfi/6/40!/4/66/4@0:0 2/23

PRINTED BY: juliehalperson@gmail.com. Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted.

the scope, the auditor should consider the controls and processes across the seven domains of IT infrastructure. This includes relevant resources such as the following:

• Data • Applications

• Technology

• Facilities • Personnel

It is important for auditors to ensure the scope is sufficient to achieve the stated objectives. Restrictions placed on the scope could seriously affect the ability to achieve the stated objective. Examples of restrictions that an organization may place on an auditor that could have such a negative impact include the following:

• Not providing enough resources • Limiting the time frame

• Preventing the discovery of audit evidence

• Restricting audit procedures

• Withholding relevant historical records or information about past incidents

Project Management

An audit is a project. As with any project, proper planning is necessary. Auditors should be familiar with the Project Management Institute (PMI), which has created a standard named A Guide to the Project Management Body of Knowledge (PMBOK). This guide provides a well-known and applied framework for managing successful projects.

A project, such as an audit, has three important characteristics. First, a project is temporary. This means it has an identified start and end date. Unlike operations or a program, a project lasts for a finite time period. Second, a project is unique and produces unique results. At the end of the project, a deliverable is produced. Although projects might be similar, the process, resources, constraints, and risks, for example, will differ. Finally, a project is progressively elaborated. Because each project is unique, the process is more dynamic. Projects will occur in separate steps. As the process continues, the next phase becomes clearer.

Projects require someone to manage them. This position is often given the title of project manager. Large projects and even audits might have a dedicated project manager. Other times, the person managing the project might be the project expert. Project management requires the management of three competing needs to achieve the project objectives. Known as the triple constraint, these include scope, cost, and time. Consider, for example, a project with a large scope, but with little time and cost. More than likely, quality will be compromised. A project manager must be aware of all three constraints at the start of and throughout the project.

5/28/2018 Strayer University Bookshelf: Auditing IT Infrastructures for Compliance

https://strayer.vitalsource.com/#/books/9781284104387/cfi/6/40!/4/66/4@0:0 3/23

PRINTED BY: juliehalperson@gmail.com. Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted.

Planned audit activities also have a defined rate of occurrence, known as the audit frequency. There are two approaches to determine audit frequency. Audits can occur on an annual basis or every two or three years, depending on regulatory requirements and the determined risk. IT audits also are known for not following a predefined frequency, but instead using a continuous risk-assessment process. This is more appropriate given the fast-paced change in technology as well as the threats and vulnerabilities related to IT.

Identifying Critical Requirements for the Audit