March 2, 2020

A Tool to Boost Business Intelligence

CPAs deal with volumes upon volumes of client information. Data analytics can help make sense of it.

Businesses and their advisors seek creative ways to make sense of enormous amounts of information, or “Big Data”, to solve inefficiencies, detect fraud and enhance profitability.


With many attest clients processing their transactions electronically, CPAs and other technical consultants are now getting involved in Data Analytics — the art and science of processing Big Data to discover and analyze patterns, identify anomalies, and extract other important information embedded in data through analysis, modelling and visualization relative to human behavior and interactions.


Data Analytics can be utilized to enhance many professional services, including audit and review engagements, forensic investigations, consulting engagements, and assisting clients in business decisions. For CPA firms, Data Analytics is a powerful tool because it can help auditors achieve 100% coverage in substantive testing, which decreases engagement risk while increasing efficiency and realization.


At the same time, demand is growing for Data Scientists, or individuals that have strong analytic abilities and are skilled in computer coding. Data Scientists understand how to use Data Analytics to process Big Data efficiently and aesthetically, blending form with function.


When data is received in a format that’s not user-friendly, for example, data analytics can make it easier to use. In one case, a CPA firm that’s a Collemi Consulting client was presented with more than 100 individual journal entries — necessary for substantive purposes — that were not only presented in PDF, but were structured in a variety of different formats. The CPA firm essentially had information but did not have an efficient way to use it, since manually converting the journal entries into a standard, usable format would be extremely time consuming.


Instead of reformatting each entry, we automated the process by devising a computer code that could electronically identify and extract information directly from the General Ledger, which already presented with a uniform format.


This enabled the external auditors to efficiently read and utilize the information; and as a bonus, the Collemi Consulting code also summarized the P&L and balance sheet effects of the 100-plus journal entries.


Integrating Data Analytics into their practice gives audit professionals an opportunity to provide additional value-added services to existing clients while potentially attracting new ones. Audit professionals who want to integrate Data Analytics into their practice generally have three options of doing so: devoting a lot of time to understanding third-party specialized computer aided audit tools (CAATs) software, some of which utilize Artificial Intelligence (A.I.); take on the long-term commitment of hiring a Data Scientist in-house to build custom applications, or outsource the task to a Data Lab.


Regardless of the approach they select, auditors will be able to harness the power of Data Analytics to automate numerous attest procedures, including tests for: non-standard journal entries, accounts receivable, accounts payable, payroll, travel and entertainment expense reimbursements, fixed assets, check registers and cash disbursements, and revenue recognition. Data Analytics can also enhance and digitize such activities as stratification, risk score assignments, multi-dimensional analysis of transactions, data joins, data appends, data aggregations, data visualization, and of course, taking on large data sets that previously could not be analyzed because of constraints like time and staff size.


As businesses continue to face more pressure to process transactions faster — with less staff and other resources — their vulnerability to fraud or errors continues to increase. An effective Data Analytics strategy can address this potential vulnerability, and Engagement Team Leaders — including Partners, Managers, and In-Charges — should consider the benefits of embracing automation while determining the approach that best fits their firm’s practice and budget.

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ADDITIONAL GUIDANCE: Since this blog was first published, the PCAOB released two new guidance documents. The Nov. 26 updates can be found here: An additional overview of the requirements of QC 1000 and staff guidance for firms about how to comply with the standard. This document provides additional staff insights on scope and applicability, responding to engagement deficiencies, and documentation for AS 2901, Responding to Engagement Deficiencies After Issuance of the Auditor’s Report. The Public Company Accounting Oversight Board (PCAOB) recently announced a new set of quality control standards designed around a risk-based approach. And there’s only one year to design and implement them. The PCAOB’s new QC 1000 standard is more than two decades in the making, as it replaces the quality control standards it adopted on an interim basis back in 2003 from the American Institute of Certified Public Accountants (AICPA). The new standard is intended to make independent registered public accounting firms significantly improve their quality control (QC) systems. QC 1000 applies to all PCAOB-registered member firms, with more extensive requirements for those that audit more than 100 issuer clients annually. It has been approved by the U.S. Securities and Exchange Commission (SEC) and goes into effect on December 15, 2025. The new requirements and the work required to implement them will be extensive, and the larger public accounting firms require external oversight of the QC system. Therefore, it is strongly recommended that firms do not put it off until the last minute. At its core, the new standard is intended to enable firms to identify their specific risks and design a quality control system including policies and procedures to guard against those risks. The overall goal is to establish what the PCAOB calls “a continuous feedback-loop for improvement.” In this, the new standard differs from the International Auditing and Assurance Standards Board’s (IAASB) International Standard on Quality Management No. 1 (ISQM 1) and the AICPA Statement on Quality Management Standards No. 1 (SQMS 1). An extensive but not comprehensive comparison document of the three standards may be found here, but is presented only as a reference tool. New requirements QC 1000 has requirements that do not appear in other QC standards. They can be more prescriptive or more specifically tailored to the U.S. legal and regulatory environment. There are 10 main areas in which the QC 1000 standards go beyond other, existing standards. These are: Evaluation and Reporting: QC systems must be evaluated annually and reported to the PCAOB. They must be certified by specific individuals with responsibility and accountability for the firm’s QC system. Governance and Leadership: Firms must create and maintain clear lines of responsibility and supervision. Larger firms must have outside oversight and a confidential complaint system. Ethics and Independence: Quality objectives must be tailored to the U.S. regulatory environment. Larger firms must implement an automated system for identifying securities investments that could impair independence. Monitoring and Remediation: QC 1000 divides monitoring into engagement and QC system levels. Engagement and QC deficiencies are defined, including requirements for their determination. Larger firms must (and smaller ones should) monitor in-process engagements. Quality Objectives: The firm’s personnel must comply with its policies and procedures Information and Communication: Quality objectives for communication with external parties are established at the firm and engagement level. Communication of the firm’s QC system’s policies and procedures must be communicated in writing. Resources: The firm’s personnel must adhere to standards of conduct. Policies and procedures must address both enumerated and circumstance-specific competencies. Mandatory training, licensure and technological resource requirements are established Risk Assessment Processes: Quality risks must be identified and assessed annually. Roles and Responsibilities: A single person must be assigned responsibility for each role and responsibility in the QC 1000 standard. Documentation: With respect to the QC system’s operation, documentation that allows an experienced auditor to evaluate the operation of quality responses must be provided. Documentation must be retained for at least seven years. That’s not an exhaustive list, but it does give an indication of how much work will be involved. And it’s happening at the same time as the AICPA extensive new Statements on Quality Management Standards (SQMS) requirements are coming into effect . Collemi Consulting leverages nearly three decades of experience to provide trusted technical accounting and auditing expertise when you need it the most. We regularly work with CPA firm leadership to help them reduce risk and maximize efficiencies. To schedule an appointment, contact us at (732) 792-6101.
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