1 files changed, 152 insertions, 0 deletions
diff --git a/blog/2023-08-18-agile-auditing.org b/blog/2023-08-18-agile-auditing.org
new file mode 100644
index 0000000..7753ecf
--- /dev/null
+++ b/blog/2023-08-18-agile-auditing.org
@@ -0,0 +1,152 @@
++++
+date = 2023-08-18T17:11:38+00:00
+title = "Agile Auditing: An Introduction"
+description = "A quick introduction to Agile, Scrum, and Kanban for audit engagement teams."
++++
+
+## What is Agile Auditing?
+
+[Agile](https://en.wikipedia.org/wiki/Agile_software_development), the 
+collaborative philosophy behind many software development methods, has been 
+picking up steam as a beneficial tool to use in the external and internal 
+auditing world.
+
+This blog post will walk through commonly used terms within Agile, Scrum, 
+and Kanban in order to translate these terms and roles into audit-specific 
+terms.
+
+Whether your team is in charge of a financial statement audit, an
+attestation (SOC 1, SOC 2, etc.), or a unique internal audit, the terms used
+throughout this post should still apply.
+
+## Agile
+
+To start, I'll take a look at Agile.
+
+> The Agile methodology is a project management approach that involves 
+> breaking the project into phases and emphasizes continuous collaboration 
+> and improvement. Teams follow a cycle of planning, executing, and evaluating.
+
+While this approach may seem familiar to what audit teams have historically 
+done, an audit team must make distinct changes in their mentality and how 
+they approach and manage a project.
+
+### Agile Values
+
+The Agile Manifesto, written in 2001 at a summit in Utah, contain a set of four 
+main values that comprise the Agile approach:
+
+1. Individuals and interactions over processes and tools.
+2. Working software over comprehensive documentation.
+3. Customer collaboration over contract negotiation.
+4. Responding to change over following a plan.
+
+Beyond the four values, [twelve
+principles](https://agilemanifesto.org/principles.html) were also written as 
+part of the summit.
+
+In order to relate these values to an audit or attestation engagement, we 
+need to shift the focus from software development to the main goal of an 
+engagement: completing sufficient audit testing to address to relevant risks 
+over the processes and controls at hand.
+
+Audit Examples:
+
+- Engagement teams must value the team members, client contacts, and their 
+  interactions over the historical processes and tools that have been used.
+- Engagement teams must value a final report that contains sufficient 
+  audit documentation over excessive documentation or scope creep.
+- Engagement teams must collaborate with the audit clients as much as 
+  feasible to ensure that both sides are constantly updated with current 
+  knowledge of the engagement's status and any potential findings, rather 
+  than waiting for pre-set meetings or the end of the engagement to communicate.
+- Engagement teams must be able to respond to change in an engagement's 
+  schedule, scope, or environment to ensure that the project is completed in 
+  a timely manner and that all relevant areas are tested.
+  - In terms of an audit department's portfolio, they must be able to 
+    respond to changes in their company's or client's environment and be 
+    able to dynamically change their audit plan accordingly. 
+
+## Scrum
+
+The above section discusses the high-level details of the Agile philosophy 
+and how an audit team can potentially mold that mindset into the audit world,
+but how does a team implement these ideas?
+
+There are many methods that use an Agile mindset, but I prefer
+[Scrum](https://en.wikipedia.org/wiki/Scrum_(software_development)). Scrum 
+is a framework based on Agile that enables a team to work through a project 
+through a series of roles, ceremonies, artifacts, and values.
+
+Let's dive into each of these individually.
+
+### Scrum Team
+
+A scrum project is only as good as the team running the project. Standard 
+scrum teams are separated into three distinct areas:
+
+1. **Product Owner (Client Contact)**: The client contact is the audit 
+   equivalent of the product owner in Scrum. They are responsible for 
+   partnering with the engagement or audit team to ensure progress is being 
+   made, priorities are established, and clear guidance is given when 
+   questions or findings arise within each sprint.
+2. **Scrum Master (Engagement Lead)**: The engagement or audit team lead is 
+   responsible for coaching the team and the client contact on the scrum 
+   process, tracking team progress against plan, scheduling necessary 
+   resources, and helping remove obstacles.
+3. **Scrum Developers (Engagement Members)**: The engagement or audit team 
+   is the set of team members responsible for getting the work done. These 
+   team members will work on each task, report progress, resolve obstacles, 
+   and collaborate with other team members and the client contact to ensure 
+   goals are being met.
+
+### Scrum Ceremonies
+
+Scrum ceremonies are events that are performed on a regular basis.
+
+1. **Sprint Planning**: The team works together to plan the upcoming sprint 
+   goal 
+   and which user stories (tasks) will be added to the sprint to achieve 
+   that goal.
+2. **Sprint**: The time period, typically at least one week and no more than one 
+   month in length, where the team works on the stories and anything in the 
+   backlog.
+3. **Daily Scrum**: A very short meeting held each day, typically 15 minutes, to 
+   quickly emphasize alignment on the sprint goal and plan the next 24 hours.
+   Each team member may share what they did the day before, what they'll do 
+   today, and any obstacles to their work.
+4. **Sprint Review**: At the end of each sprint, the team will gather and 
+   discuss the progress, obstacles, and backlog from the previous sprint.
+5. **Sprint Retrospective**: More specific than the sprint review, the 
+   retrospective is meant to discuss what worked and what did not work 
+   during the sprint. This may be processes, tools, people, or even things 
+   related to the Scrum ceremonies.
+
+One additional ceremony that may be applicable is organizing the backlog. 
+This is typically the responsibility of the engagement leader and is meant 
+to prioritize and clarify what needs to be done to complete items in the 
+backlog.
+
+### Artifacts
+
+While artifacts are generally not customizable in the audit world (i.e., 
+each control test must include some kind of working paper with evidence 
+supporting the test results), I wanted to include some quick notes on 
+associating scrum artifact terms with an audit.
+
+1. **Product Backlog**: This is the overall backlog of unfinished audit 
+   tasks from all prior sprints.
+2. **Sprint Backlog**: This is the backlog of unfinished audit tasks from 
+   one individual sprint.
+3. **Increment**: This is the output of each sprint - generally this is best 
+   thought of as any documentation prepared during the sprint, such as risk 
+   assessments, control working papers, deficiency analysis, etc.
+
+## Kanban
+
+Last but not least, Kanban is a methodology that relies on boards to 
+categorize work into distinct, descriptive categories that allow an agile or 
+scrum team to effectively plan the work of a sprint or project.
+
+See Atlassian's [Kanban](https://www.atlassian.com/agile/kanban) page for 
+more information.