1.Describe two new problem-based research Action Research projects…

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Question Answered step-by-step 1.Describe two new problem-based research Action Research projects… 1.Describe  two new problem-based research Action Research  projects in higher education. Provide an overview of each report Define the project summary and voice.2.Identify the strategic planning described and followed in the completion of the project. Also determine the formal reporting used to provide structure and project summary.Compare and Contrast the two selected studies Discuss the similarities and difference within the AR projects by identifying four separate points of importance.   List 3 references  Business Management Project Management EDUCATION MISC Share QuestionEmailCopy link Comments (0)

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Description Part 3 :It is now year two (2016) of TechWear’s operations. You will be provided with more background on the order-to-cash cycle based on interviews the audit team conducted with key personnel. You will be asked to review the accounts receivable and sales processes and complete an audit data-planning analysis template (included in the instruction file). For the accounts receivable and sales processes, you will be asked for the auditing objective (or intention), what could go wrong (risks), and the mitigating control(s). You are not required to complete the data analysis auditing procedure to be performed and the corresponding data required for each procedure, but you may attempt those for additional credit opportunities.Instructions: The instructions for Part 3 are included in the document below.Submission:You may add your analysis to the table in the Word document attached, or you may submit an Excel file with your planning template (using the same column headings) completed through the assignment link. 3 attachmentsSlide 1 of 3attachment_1attachment_1attachment_2attachment_2attachment_3attachment_3.slider-slide > img { width: 100%; display: block; } .slider-slide > img:focus { margin: auto; } Unformatted Attachment Preview Analytics mindset TechWear Part III: Background: One year has passed and it is now time to begin the 2016 audit. TechWear’s business has continued to expand. Our initial analysis of 2016 data indicates a much greater risk in accounts receivable (compared with 2015). When the audit team discussed this with company management, we were reminded that last year’s accounts receivable proved to be fully collectible and we were assured that this year accounts receivable would also prove to be fully collectible as well. Management indicated that, similar to 2015, there have been no product returns or accounts written off in 2016. The senior has asked you to assist with planning the 2016 audit, beginning with the order-to-cash cycle, by focusing on accounts receivable and sales. She has asked that, for each of these processes, you describe the following at a high level: ► Audit objectives (or Intentions) ► Things that could go wrong in TechWear’s sales and accounts receivable system ► Mitigating controls designed to prevent or detect such occurrences ► Audit tests that use data analysis (including graphical views) to obtain evidence ► Data requirements needed to run the tests Your senior has already interviewed a number of key personnel (Director of Marketing and Sales, Shipping Supervisor, Business Office Director (responsible for billing and collections), Accounting Supervisor and the IT Director) and taken notes during these interviews, as follows: Analytics mindset case studies – TechWear © 2016 Ernst & Young Foundation (US). All Rights Reserved. SCORE No. 02315-161US 1 General notes TechWear has some very aggressive growth goals (targeting $38 million in global sales for calendar year 2016). The excitement on social media has been very encouraging, resulting in very positive trends in the number and size of orders from existing customers, as well as some prominent new customers. Sales personnel are under a significant amount of pressure to meet their monthly targets. The production department is barely able to keep up with the orders. Some have expressed concern that product quality may be impacted in the future unless changes are made to improve the manufacturing infrastructure. Management is planning a major renovation in early 2017 that will greatly expand its production capacity. One individual involved with R&D expressed concern that the product may not function as designed in some less technologically developed environments with sporadic connectivity and slower transmission speeds. Like many start-up companies, TechWear has operated with a very limited staff, resulting in an inadequate segregation of duties. At least two key employees are related, including the Director of IT and a top sales representative. Director of Marketing and Sales The Director oversees a small team of salespeople that market TechWear’s products to distribution outlets. An order cannot be entered into the system unless the customer has been set up in the customer master file, which reflects data such as the customer’s name, identification number (assigned by TechWear), billing information and credit limits. Historically, the process to set up a new customer involved running an extensive background and credit check, which could take up to 30 days. However, due to complaints from sales personnel, management decided to create a “provisional status” that would enable immediate order fulfillment while the credit check is in process. TechWear uses an order-entry system that enables sales personnel to generate an order. Once an order is entered, the system automatically generates a shipping order that appears on the shipping department’s order fulfillment log. Shipping Supervisor TechWear’s goal is to fulfill an order within 24 hours of its receipt. Orders entered near the end of the day (after the FedEx pickup time) are marked as “pending” and cleared out the following business day. At the time of shipment, TechWear’s shipping clerk enters the shipping number into the system and the FedEx identification number (all shipments for the same day have the same FedEx identification number), which then releases the order, resulting in the sales transaction being posted (with a transaction number that matches the shipping number) and an invoice being generated. The invoice is sent either electronically or via mail to the customer. At the same time, the cost of inventory relieved for items sold is automatically generated and recorded based on the shipping number. Typically, the cost of sales ranges between 35% and 45%. Analytics mindset case studies – TechWear © 2016 Ernst & Young Foundation (US). All Rights Reserved. SCORE No. 02315-161US 2 The ERP system automatically logs the date of shipment. A listing of unfilled (pending) orders can be generated from the system based on orders entered that do not list a shipping number, FedEx identification number and shipping weight. One is rarely produced because the company historically has not had a problem with orders being unfulfilled beyond 24 hours. The system allows an order entered late one day (noted as pending) to be overridden and released by the Director of IT as if the order had been fulfilled. The ERP system leaves no trail when this occurs, and simply removes the pending flag. TechWear strongly believes in its products and has an unlimited 90-day return policy that allows a customer to return any product for any reason within 90 days of purchase. Additionally, it warrants its products against manufacturing defects for two years. If a product is returned (which has not happened yet) the Shipping Department issues a credit memo to the customer, which results in a reversal of the sale. Business Office Director (responsible for billing and collections) Cash is collected either via checks received through the mail or a bank lockbox (which is the preferred method, given the size of its customers), whereby payments are posted by the bank directly into TechWear’s depository account. Customer billing disputes, which management says have been rare, are resolved by the Business Office. Thus far, there have been no bad debt write-offs, which management credits to the quality of its products and its extensive background checks. On a quarterly basis, the Business Office reviews an “Aged AR” listing of old accounts warranting further attention. If necessary, an allowance for “bad debts” would be recorded in the general ledger. Actual bad debts would be charged against the allowance. Accounting Supervisor The Accounting Office is responsible for making the bank deposit. It also reconciles the depository bank account at month-end, ensuring that all cash receipts have been accounted for. The main responsibility of the Accounting Office is to monitor daily sales and produce action reports for management. These are system-generated reports that are reviewed by an accounting analyst who flags adverse sales trends. The focus is on meeting company targets. Director of IT The IT Department (consisting of two individuals) is responsible for ensuring that TechWear’s website is running efficiently and is protected from internal and external threats. The Director has “super user” rights and can access any system. His assistant has full read-only rights and can only make changes to test files. The assistant has been charged with monitoring sales activity and ensuring continuity and security. Analytics mindset case studies – TechWear © 2016 Ernst & Young Foundation (US). All Rights Reserved. SCORE No. 02315-161US 3 Required: Complete the audit data analysis planning template on the following page. Note the following: ► This template has been partially completed for you to provide examples about how to complete the template. ► The scope of this case study is limited to internal data (i.e., only internal data is provided and no external data). External data provides a higher form of evidence. Examples of external data include data from a bank, a vendor (like FedEx) or others. Additionally, some internal data supplied externally (such as sales tax filings) often is better than data only used internally. Analytics mindset case studies – TechWear © 2016 Ernst & Young Foundation (US). All Rights Reserved. SCORE No. 02315-161US 4 Audit data analysis planning template Auditing objectives (Intentions) What could go wrong? Mitigating controls Data analysis auditing procedures Data requirements Accounts receivable – account balance Amounts reported in the financial statements represent valid receivables. An order is placed and a receivable is recorded without any product being shipped. Analytics mindset case studies – TechWear © 2016 Ernst & Young Foundation (US). All Rights Reserved. SCORE No. 02315-161US Debits to accounts receivable are only generated from the order entry system. ► Compare debits to accounts receivable against recorded sales. ► Review and test subsequent receipts. ► Evaluate proper segregation of duties by examining postings by source and preparer (e.g., sales only entered by authorized salesclerk). ► Sales amounts ► Cash receipt amounts ► Customer names ► Transaction dates ► Transaction numbers ► General ledger postings by preparer and source (e.g., order entry) A shipping number and FedEx identification number are entered into the system as evidence of order fulfillment and discrepancies are investigated. ► Verify that every sales transaction has a shipping number and FedEx identification number. ► Analyze gross margin percentage trends by month and by customer. ► Customer names ► Transaction numbers ► Shipping numbers ► FedEx ID numbers ► Sales amounts ► Cost of goods sold amounts ► Transaction dates 1 Auditing objectives (Intentions) What could go wrong? Mitigating controls Data analysis auditing procedures Data requirements Sales – class of transactions Amounts reported in the financial statements represent valid sales. An order is placed and a sale is recorded without any product being shipped. Analytics mindset case studies – TechWear © 2016 Ernst & Young Foundation (US). All Rights Reserved. SCORE No. 02315-161US A shipping number and FedEx identification number are entered into the system as evidence of order fulfillment and discrepancies are investigated. Verify that every sales transaction has a shipping number and FedEx identification number. ► Customer names ► Transaction numbers ► Shipping numbers ► FedEx ID numbers ► Sales amounts 2 Analytics mindset case studies – TechWear © 2016 Ernst & Young Foundation (US). All Rights Reserved. SCORE No. 02315-161US 1 Part I: 1) In tab "P1Q1" to pull in both sales and cash receipt to verify the $684,491.19 balance(In the amount column, I use the f 2) In tab "P1Q2" to validate the 15 customers and that spelling was correct(I used Remove Duplicates in the DATA option, 3) In cell O2 of the "2015 Data" tab I calculated the number of sales in the year with a countif statement if column A matc Part II: 1) I created a pivot table in tab "P2Q1 Pivot" to develop an AR trial balance by customer and by invoice (transaction numb 2) I created a bar graph in tab "P2Q2 Trend" based off data created from P2Q2 month. The chart is displaying sales and ca 3) Again using the same data I was able to create a table and a chart for DSO in tab "2015 data". The increase in the DSO c 4) Some further information needed to be computed on 2015 data section to complete the AR aging. An index match form AR balance by invoice which is the difference between the invoice amount and the cash received. The last formula was co table tab "Age of AR" and group the aging AR into 0-30, 31-60, 61-90 and >90 buckets by customer. 5) Using the same pivot table regarding question four I developed a pivot chart. I copied the grand total row and category once can understand the grouped AR balance by percentage with a chart. ount column, I use the formula sum) ates in the DATA option, then click column A and Select All and finally click ok). ement if column A matched "Sales". I also used conditional fomatting and selected duplicated values to make sure there were no duplicat voice (transaction number) if the dropdown is selected on the customer. is displaying sales and cash receipts by month on a YTD trend. The difference in sales and cash receipts in December is the AR balance. The increase in the DSO could represent credit issue customers or based off the decrease in December could be longer payment terms wit ing. An index match formula OR vlookup formula needed calcualted to reference the cash receipts to the invoices. Next another formula The last formula was computing the the difference between the year end date and the invoice date to calculate the age of AR. The next d total row and category row to calculate the percentage. I pulled in the sum of the AR balance and converted the dollars to percentages re there were no duplicate transactions ber is the AR balance. onger payment terms with customers. s. Next another formula needed created to find the the age of AR. The next step is to create a pivot e dollars to percentages of the total amount. Now Type Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales TransactionNumber AppliedToTransactionNumber CustNum CustName 1001 1836 Runner's Market 1002 1168 Bigmart 1003 1167 Goodway 1004 1841 Neighborhood Athletic Supply 1005 1842 Northern Lites 1006 1168 Bigmart 1007 1167 Goodway 1008 1814 ValueChoice 1009 1841 Neighborhood Athletic Supply 1010 1842 Northern Lites 1011 1843 Southeast Regional 1012 1861 Family Fit 1013 1863 Fit N Fun 1014 1864 Cross Country Mart 1015 1840 Super Runners Mark 1016 1841 Neighborhood Athletic Supply 1017 1842 Northern Lites 1018 1167 Goodway 1019 1814 ValueChoice 1020 1838 Urban Runner 1021 1863 Fit N Fun 1022 1864 Cross Country Mart 1023 1861 Family Fit 1024 1862 Corner Runner 1025 1840 Super Runners Mark 1026 1841 Neighborhood Athletic Supply 1027 1842 Northern Lites 1028 1861 Family Fit 1029 1842 Northern Lites 1030 1843 Southeast Regional 1031 1836 Runner's Market 1032 1841 Neighborhood Athletic Supply 1033 1168 Bigmart 1034 1837 Cool Threads 1035 1841 Neighborhood Athletic Supply 1036 1814 ValueChoice 1037 1167 Goodway 1038 1861 Family Fit 1039 1837 Cool Threads 1040 1842 Northern Lites 1041 1843 Southeast Regional 1042 1168 Bigmart 1043 1814 ValueChoice 1044 1837 Cool Threads 1045 1168 Bigmart 1046 1862 Corner Runner 1047 1863 Fit N Fun 1048 1842 Northern Lites 1049 1843 Southeast Regional 1050 1861 Family Fit 1051 1839 Southern Runners 1052 1840 Super Runners Mark 1053 1841 Neighborhood Athletic Supply 1054 1861 Family Fit Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales 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Lites Southeast Regional Family Fit Southeast Regional Runner's Market Corner Runner Goodway Runner's Market ValueChoice Super Runners Mark Neighborhood Athletic Supply Southeast Regional Northern Lites Cross Country Mart Fit N Fun Bigmart Corner Runner Cool Threads Super Runners Mark Fit N Fun Cross Country Mart Northern Lites Southeast Regional Bigmart Northern Lites Southern Runners Northern Lites ValueChoice Corner Runner Fit N Fun Cross Country Mart Southeast Regional Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales 1110 1111 1112 1113 1114 1115 1116 1117 1118 1119 1120 1121 1122 1123 1124 1125 1126 1127 1128 1129 1130 1131 1132 1133 1134 1135 1136 1137 1138 1139 1140 1141 1142 1143 1144 1145 1146 1147 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Southeast Regional Bigmart Northern Lites Southern Runners Northern Lites ValueChoice Corner Runner Fit N Fun Cross Country Mart Southeast Regional ValueChoice Northern Lites Goodway Southeast Regional Neighborhood Athletic Supply Family Fit Southeast Regional Runner's Market Neighborhood Athletic Supply Northern Lites Southeast Regional Bigmart Urban Runner Southeast Regional Runner's Market Southern Runners Cross Country Mart Corner Runner ValueChoice Cool Threads Family Fit Southeast Regional Super Runners Mark Southeast Regional Bigmart Neighborhood Athletic Supply Corner Runner Urban Runner Bigmart Southern Runners Runner's Market Goodway Bigmart Cool Threads Family Fit ValueChoice Bigmart Super Runners Mark Bigmart Cool Threads ValueChoice Fit N Fun Cool Threads Goodway Bigmart CashReceipt CashReceipt CashReceipt CashReceipt CashReceipt CashReceipt CashReceipt CashReceipt CashReceipt CashReceipt CashReceipt CashReceipt CashReceipt CashReceipt CashReceipt CashReceipt CashReceipt CashReceipt CashReceipt CashReceipt CashReceipt CashReceipt CashReceipt CashReceipt 11156 11157 11160 11161 11162 11163 11164 11165 11166 11167 11170 11173 11174 11175 11180 11181 11182 11184 11187 11190 11192 11196 11200 11214 1156 1157 1160 1161 1162 1163 1164 1165 1166 1167 1170 1173 1174 1175 1180 1181 1182 1184 1187 1190 1192 1196 1200 1214 1863 1862 1837 1862 1863 1836 1843 1861 1863 1864 1842 1837 1168 1838 1837 1839 1863 1838 1840 1836 1837 1842 1842 1842 Fit N Fun Corner Runner Cool Threads Corner Runner Fit N Fun Runner's Market Southeast Regional Family Fit Fit N Fun Cross Country Mart Northern Lites Cool Threads Bigmart Urban Runner Cool Threads Southern Runners Fit N Fun Urban Runner Super Runners Mark Runner's Market Cool Threads Northern Lites Northern Lites Northern Lites Amount TransactionDate InvoiceDate ShipDate Cash Received December 31 2015 $ 16,157.44 5-Mar-15 5-Mar-15 5-Mar-15 -16157.44 $ $ 9,144.00 5-Mar-15 5-Mar-15 5-Mar-15 -9144 $ $ 15,737.60 5-Mar-15 5-Mar-15 5-Mar-15 -15737.6 $ $ 6,008.00 8-Mar-15 8-Mar-15 8-Mar-15 -6008 $ $ 7,241.60 8-Mar-15 8-Mar-15 8-Mar-15 -7241.6 $ $ 8,476.00 13-Mar-15 13-Mar-15 13-Mar-15 -8476 $ $ 15,737.60 13-Mar-15 13-Mar-15 13-Mar-15 -15737.6 $ $ 9,084.40 13-Mar-15 13-Mar-15 13-Mar-15 -9084.4 $ $ 4,240.00 16-Mar-15 16-Mar-15 16-Mar-15 -4240 $ $ 5,993.60 16-Mar-15 16-Mar-15 16-Mar-15 -5993.6 $ $ 9,019.12 16-Mar-15 16-Mar-15 16-Mar-15 -9019.12 $ $ 6,552.40 23-Mar-15 23-Mar-15 23-Mar-15 -6552.4 $ $ 5,008.64 23-Mar-15 23-Mar-15 23-Mar-15 -5008.64 $ $ 11,113.60 23-Mar-15 23-Mar-15 23-Mar-15 -11113.6 $ $ 17,677.04 27-Mar-15 27-Mar-15 27-Mar-15 -17677.04 $ $ 4,240.00 27-Mar-15 27-Mar-15 27-Mar-15 -4240 $ $ 7,241.60 30-Mar-15 30-Mar-15 30-Mar-15 -7241.6 $ $ 19,672.00 2-Apr-15 2-Apr-15 2-Apr-15 -19672 $ $ 6,975.00 3-Apr-15 3-Apr-15 3-Apr-15 -6975 $ $ 16,230.00 3-Apr-15 3-Apr-15 3-Apr-15 -16230 $ $ 7,330.80 6-Apr-15 6-Apr-15 6-Apr-15 -7330.8 $ $ 13,892.00 6-Apr-15 6-Apr-15 6-Apr-15 -13892 $ $ 8,074.40 6-Apr-15 6-Apr-15 6-Apr-15 -8074.4 $ $ 9,642.00 6-Apr-15 6-Apr-15 6-Apr-15 -9642 $ $ 22,096.30 10-Apr-15 10-Apr-15 10-Apr-15 -22096.3 $ $ 7,510.00 10-Apr-15 10-Apr-15 10-Apr-15 -7510 $ $ 9,052.00 12-Apr-15 12-Apr-15 12-Apr-15 -9052 $ $ 8,190.50 17-Apr-15 17-Apr-15 17-Apr-15 -8190.5 $ $ 9,052.00 17-Apr-15 17-Apr-15 17-Apr-15 -9052 $ $ 11,273.90 17-Apr-15 17-Apr-15 17-Apr-15 -11273.9 $ $ 19,571.80 23-Apr-15 23-Apr-15 23-Apr-15 -19571.8 $ $ 1,300.00 23-Apr-15 23-Apr-15 23-Apr-15 -1300 $ $ 835.00 23-Apr-15 23-Apr-15 23-Apr-15 -835 $ $ 7,600.00 23-Apr-15 23-Apr-15 23-Apr-15 -7600 $ $ 702.00 23-Apr-15 23-Apr-15 23-Apr-15 -702 $ $ 4,380.50 23-Apr-15 23-Apr-15 23-Apr-15 -4380.5 $ $ 19,312.00 23-Apr-15 23-Apr-15 23-Apr-15 -19312 $ $ 8,074.40 24-Apr-15 24-Apr-15 24-Apr-15 -8074.4 $ $ 14,092.60 24-Apr-15 24-Apr-15 24-Apr-15 -14092.6 $ $ 9,052.00 27-Apr-15 27-Apr-15 27-Apr-15 -9052 $ $ 11,119.10 27-Apr-15 27-Apr-15 27-Apr-15 -11119.1 $ $ 663.60 1-May-15 1-May-15 1-May-15 -663.6 $ $ 8,641.08 1-May-15 1-May-15 1-May-15 -8641.08 $ $ 11,424.67 1-May-15 1-May-15 1-May-15 -11424.67 $ $ 520.80 4-May-15 4-May-15 4-May-15 -520.8 $ $ 7,851.48 4-May-15 4-May-15 4-May-15 -7851.48 $ $ 6,159.72 4-May-15 4-May-15 4-May-15 -6159.72 $ $ 7,603.68 11-May-15 11-May-15 11-May-15 -7603.68 $ $ 9,340.04 11-May-15 11-May-15 11-May-15 -9340.04 $ $ 6,880.02 11-May-15 11-May-15 11-May-15 -6880.02 $ $ 20,832.00 15-May-15 15-May-15 15-May-15 -20832 $ $ 18,528.38 15-May-15 15-May-15 15-May-15 -18528.38 $ $ 3,015.60 15-May-15 15-May-15 15-May-15 -3015.6 $ $ 6,555.70 18-May-15 18-May-15 18-May-15 -6555.7 $ - $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 9,537.44 18,713.67 7,125.23 21,258.94 3,071.88 18,899.93 18,766.27 3,408.72 5,066.88 10,341.24 8,391.94 7,813.39 7,896.37 9,441.82 7,441.67 13,940.70 11,738.30 7,979.70 8,551.80 7,527.80 9,537.44 13,744.34 22,709.74 8,632.26 11,688.63 8,147.34 11,805.61 19,709.89 9,731.16 22,114.82 23,674.76 12,327.94 26,463.75 4,283.44 13,625.81 10,051.11 16,594.74 8,902.72 7,527.80 9,537.44 13,744.34 22,709.74 9,105.39 16,932.51 8,632.26 11,688.63 25,976.16 8,212.96 49,452.37 23,758.22 12,687.02 12,421.74 9,895.25 18,357.25 13,328.83 18-May-15 22-May-15 25-May-15 27-May-15 27-May-15 27-May-15 27-May-15 29-May-15 29-May-15 29-May-15 2-Jun-15 2-Jun-15 5-Jun-15 8-Jun-15 8-Jun-15 8-Jun-15 11-Jun-15 12-Jun-15 12-Jun-15 15-Jun-15 15-Jun-