Auditing cost-effectiveness analyses of technological changes
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Auditing cost-effectiveness analyses of technological changes by James K. Hartman

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Published by Naval Postgraduate School in Monterey, California .
Written in English

Subjects:

  • Mathematical models,
  • Technological innovations,
  • Cost effectiveness,
  • Inventory control

Book details:

About the Edition

A methodology is developed for auditing cost effectiveness analyses of major technological changes. The methodology is applied to the Work in Process Inventory Control System (WIPICS) recently implemented at NARF, North Island. The approach involves using data on NARF operations to estimate cost functions for each major program of the NARF both before and after the change. Cost comparisons using these models do not show a clear cost savings for the WIPICS system. (Author)

Edition Notes

Statementby James K. Hartman and N.K. Womer
ContributionsWomer, Norman K., 1945-, Naval Postgraduate School (U.S.)
The Physical Object
Pagination105 p. :
Number of Pages105
ID Numbers
Open LibraryOL25498032M
OCLC/WorldCa431364807

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Auditing Division has been returning more net dollars to the state. We cannot tell what the optimal staffing level should be in order to maximize audit staff cost/effectiveness, but it does appear that over the years the division has been returning much more to the state than it has been costing. Government auditing standards (the "Yellow Book"). Comptroller General of the United States, July revision, chapter 7, p. – [Electronic resource].   The most common benchmarks used are cost-effectiveness and profitability. CHARACTERISTICS OF A MARKETING AUDIT. In the performance of a marketing audit, it is imperative to keep the following characteristics in mind. The audit must be comprehensive, encompassing all the marketing issues that the company is dealing with.   Internal auditing is acatalyst for improving an organization’s effectiveness and efficiency by providing insight andrecommendations based on analyses and assessments of data and business processes. Withcommitment to integrity and accountability, internal auditing provides value to governing bodiesand senior management as an objective source.

Cost-effectiveness analyses are another data sou 78 that is subject to quality of cost and efficacy data. Incremental cost-effectiveness data are of greatest relevance and value to the HIF, but they are often ignored in favor of “cost-effectiveness thresholds” 79, As with all modeling, limitations and ranges of data must be Cited by: 2. 1 CONTRACT COST AND PRIC E ANALYSIS TOPIC 12 Objective To determine whether the agency effectively conducts cost or price analysis to arrive at fair and reasonable prices for negotiated contracts.   Auditing has been present for years in different stage of development following the evolution of accounting. Starting since the epoch when the records were approved after a public reading, to the era when government’s officials were measured by their honesty. Followed by the times of the industrial revolution were the ownership of companies started separating [ ]/5(29). a. In deciding whether to accept the client's book value, the auditor determines whether the recorded book vaiue falls within the acceptable range (i.e., the point estimate +/- the allowance for sampling risk). If so, the book value is fairly stated.

In any hypercompetitive business environment, evolutionary changes are occurring around the world in macroeconomics triggered by the employment of emerging technologies, such as smart machines, secure cloud services, and Internet of Things (IoT) integrated into a company’s cross-disciplinary business practices for pressuring business leaders and chief innovation officers to continually. Changes in the practice of Environmental Impact Assessment (EIA) and advances in information technology have greatly expanded the range of tools available to the EIA practitioner. For example, map overlay methods, originally pioneered by McHarg (), have evolved into sophisticated Geographic Information Systems (GIS). A proper organization as well as technological infrastructure should be put in place. The Plan and Organize domain addresses the following processes: PO1—Define a strategic IT plan. PO2—Define the information architecture. PO3—Determine technological direction. PO4—Define the IT processes, organizations, and relationships. Deals with techniques of managing technological changes and innovations. Topics include technological environment, technological options, process of developing new products and ideas, innovation revolution, innovations and new ventures, strategies for creativity, technology and innovation risks, and American/Japanese approaches to managing the.