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It is argued that internal auditing functions are more valuable when placed higher, rather than lower, in organisational structures. An informal survey suggests that many internal auditing departments in the US, New Zealand and elsewhere in the world continue to be narrowly focused on almost exclusively financial matters at relatively low levels within organisational hierarchies. Two internal auditing departments in similar private sector retail organisations are studied, one in which the department manager reports to the chief executive officer and the other in which he reports to a financial executive. Results show that, if supported by additional research evidence, internal auditing at a relatively low organisational level is likely to be far less productive than making a more substantial investment in these activities at a higher organisational level.

The science and discipline of management have undergone some remarkable changes in recent years. These changes affect virtually every part of organizations, including internal auditing. One impact has been an increase in what are known as special projects conducted by internal auditors. Notes three observations suggesting several unique challenges for internal auditors performing special projects. Observation 1 – Special projects are more likely to involve higher level strategy. Observation 2 – Special projects may lead internal auditors into unfamiliar organizational territory. Observation 3 – Special projects are more likely to occur in the context of larger projects. Outlines defining characteristics of special projects and analyses five issues related to the above observations: (1) how to ensure auditor competence; (2) how to gain senior management′s commitment to special projects by internal auditors; (3) how to determine objectives, expectations and deadlines; (4) how to schedule special projects; and (5) how to report findings.