Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
2
Auditing Agile projects
Auditing Agile projects
4
Auditing Agile projects
One of the most prominent features of portion of the overall development effort,
Agile projects is the granularity of the work allowing for refinement and a change
involved: Sprints focus on the start-to-finish in priorities if required. Furthermore,
delivery of a single software feature. This has because stakeholders are involved in each
some important benefits when it comes to deployment, there is less risk that the final
risk and performing the audit—namely that product does not meet the business need
controls can be more precise and tightly or that functionality is not working
managed. For example, consider the as intended.
stakeholder sign-off control. When software
is developed using a traditional Waterfall
approach, the go/no-go decision occurs at
the very end of the project. It is rare that
certain pieces of functionality would be
deployed while others are held back. When
review occurs at the end of development,
stakeholders have a wide range of features
to look at, and a lot can fall through the
cracks or surface much later. With Agile,
stakeholders are providing feedback for a
single aspect of the product. This means
both user testing and resulting feedback are
highly focused and much more likely to zero
in on any problems.
When work is arranged into smaller,
regularly completed chunks, there is less
potential for errors or problems that arise
to affect the overall project. In addition,
teams are learning during each iteration
and adding value to both the process
and the product as a result. They are
also reprioritizing and refining what is
needed to achieve a product that is aligned
with stakeholder needs. More frequent
deployments focus the team on a smaller
5
Auditing Agile projects
6
Auditing Agile projects
Amp on Agile!
7
Auditing Agile projects
Contacts
Sandy Pundmann
US Managing Partner, Internal Audit
Deloitte & Touche LLP
+1 312 203 7000
spundmann@deloitte.com
Sarah Adams
Managing Director
Deloitte & Touche LLP
+1 713 982 3416
saradams@deloitte.com
Ranjani Narayanan
Senior Manager
Deloitte & Touche LLP
+1 617 437 3847
rnarayanan@deloitte.com
Kristen Heikkinen
Senior Manager
Deloitte & Touche LLP
+1 617 437 3488
kheikkinen@deloitte.com
Christopher Pattillo
Manager
Deloitte & Touche LLP
+1 206 716 7010
cpattillo@deloitte.com
8
Auditing Agile projects
This publication contains general information only and Deloitte is not, by means
of this publication, rendering accounting, business, financial, investment, legal, tax,
or other professional advice or services. This publication is not a substitute for
such professional advice or services, nor should it be used as a basis for any
decision or action that may affect your business. Before making any decision or
taking any action that may affect your business, you should consult a qualified
professional advisor.
Deloitte shall not be responsible for any loss sustained by any person who relies on
this publication.
As used in this document, “Deloitte Risk and Financial Advisory” means Deloitte
& Touche LLP, which provides audit and risk advisory services; Deloitte Financial
Advisory Services LLP, which provides forensic, dispute, and other consulting
services; and its affiliate, Deloitte Transactions and Business Analytics LLP, which
provides a wide range of advisory and analytics services. These entities are separate
subsidiaries of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed
description of our legal structure. Certain services may not be available to attest
clients under the rules and regulations of public accounting.