Friday 22 April 2016

AUDITING TEST 2 ANSWERS

Auditing 2 Answer
Answer 1
1. (a) Bad Debts: The following procedure may be adopted for verifying bad debts-
(i) The amount of bad debts should be traced to the schedule of bad debts written off during the year.
(ii) Major amount of bad debts in the schedule be taken for scrutiny.
(iii) Check that the amount considered in write off had been overdue for long and scrutinize the correspondence files.
(iv) Check the authority for write off and the level of authority is sufficient higher than the executive involved in collection.
(v) The bad debts should be properly disclosed in Statement of Profit and Loss according to its materiality.
(vi) If provision had already been created for bad debts, see that to the extent of actual bad debts written off, the provision is released.

(b) Cash at Bank: While testing the authenticity of cash at bank, the following areas may be     considered by the auditor-
(i) Apart from comparing the entries in the cash book with those in the Pass Book the auditor should obtain a certificate from the bank confirming the balance at the close of the year as shown in the Pass Book.
(ii) Examine the bank reconciliation statement prepared as on the last day of the year and see whether (a) cheques issued by the entity but not presented for payment, and (b) cheques deposited for collection by the entity but not credited in the bank account have been duly debited/credited in the subsequent period.
(iii) Pay special attention to those items in the reconciliation statements which are outstanding for an unduly long period. The auditor should ascertain the reasons for such outstanding items from the management. He should also examine whether any such items require an adjustment write-off.
(iv) Examine relevant certificates in respect of fixed deposits or any type of deposits with banks duly supported by bank advices.
(v) The auditor should examine the possibility, that even though the balance in an apparently inoperative account may have remained stagnant, transactions may have taken place in that account during the year.
(vi) In relation to balances/deposits with specific charge on them, or those held under the requirements of any law, the auditor should examine that suitable disclosures are made in the financial statements.
(vii) Remittances shown as being in transit should be examined with reference to their credit in the bank in the subsequent period. Where the auditor finds that such remittances have not been credited in the subsequent period, he should ascertain the reasons for the same. He should also examine whether the entity has reversed the relevant entries in appropriate cases.
(viii) The auditor should examine that suitable adjustments are made in respect of cheques which have become stale as at the close of the year.
(ix) Where material amounts are held in bank accounts which are blocked, e.g. in foreign banks with exchange control restrictions or any banks which are under moratorium or liquidation, the auditor should examine whether the relevant facts have been suitably disclosed in the financial statements. He should also examine whether suitable adjustments on this account have been made in the financial statements in appropriate cases.
(x) Where the auditor finds that the number of bank accounts maintained by the entity is disproportionately large in relation to its size, the auditor should exercise greater care in satisfying himself about the genuineness of banking transactions and balances.

(c) Lease Hold Property: Following are the main steps involved in verification/vouching of lease hold property-
(i) Inspect the lease agreement to ascertain the amount of premium, if any, for securing the lease and terms and conditions. A lease exceeding the period of one year is not valid unless it has been registered by an instrument. Hence this has to be ensured.
(ii) Ascertain that all the conditions, the failure of which may result in cancellation of the lease have been complied with, e.g. payment of ground rent, insurance premium, maintenance of lease and property in satisfactory state etc.
(iii) Ensure that due provisions for any claims that might arise under the dilapidation clause on the expiry of the lease have been made. If such provision has not been made, the auditor should draw the clients attention to it.
(iv) Ensure that the outlay and legal expenses incurred to acquire lease property have been capitalised. The property must be written off in such a way that it completely wipes off the asset at the end of the lease period.
(v) He should ascertain that the clause entitles the lessee to sub-let any part of the leased property and ensure its proper compliance.

(d) Profit or Loss Arising on Sale of Plots Held by Real Estate Dealer: The landholding in the case of real estate dealer will be a current asset and not a fixed asset. The same should, therefore, be valued at cost or market value, whichever is less.
Profit or loss arising on sale of plots of land by Real Estate Dealer should be verified as follows-
(i) Each property account should be examined from the beginning of the development with special reference to the nature of charges so as to find out that only the appropriate cost and charges have been debited to the account and the total cost of the property has been set off against the price realised for it.
(ii) This basis of distribution of the common charges between different plots of land developed during the period, and basis for allocation of cost to individual properties comprised in a particular piece of land should be scrutinized.
(iii) If land price lists are available, these should be compared with actual selling prices obtained. And it should be verified that contracts entered into in respect of sale have been duly sanctioned by appropriate authorities.
(iv) Where part of the sale price is intended to reimburse taxes or expenses, suitable provisions should be maintained for the purpose.
(v) The prices obtained for various plots of land sold should be checked with the plan map of the entire tract and any discrepancy or unreasonable price variations should be inquired into. The sale price of different plots of land should be verified on a reference to certified copies of sale deeds executed.
(vi) Out of the sale proceeds, provision should be made for the expenditure incurred on improvement of land, which so far has been accounted for.



(e) Petty Cash
(i) Trace the amounts advanced to the petty cashier for meeting petty office expenses from the       Cash Book in the Petty Cash Book.
(ii) Vouch payments with docket vouchers which must be supported, wherever possible, by external evidence e.g., payee’s receipted bill or invoices, cash memo, etc.
(iii) Trace payments made for the purchase of postage stamps recorded in the Postage Book. The totals of the Postage Book should be test checked. The amounts of postage stamps in hand, at the end of the year, should be credited to Postage Account by debiting the amounts to Postage in Hand Account. It should be seen that the amount paid for postage stamps is not unduly large and the Postage Book is normally checked by the petty cashier from time to time before the amount of imprest is reimbursed. Confirm that the postage expenses for the year are reasonable as compared with that in the postage expenses from month to month.
(iv) See where a columnar Petty Cash Book is maintained, that the extension have been carried forward into appropriate amount columns.
(v) Check the column totals and cross totals.
(vi) Trace posting of the various columns in which payments are classified to the respective ledger accounts.
(vii) Verify the cash balance in hand.
(viii) Auditor should also verify whether the amount of petty cash imprest is fixed. Is this amount reasonable considering the total amount of petty cash payments made during a month or so?

(f) Borrowings from a Bank: Borrowings from a bank may be either in the form of overdraft limits; or short term or medium term or long term loans. The audit procedures which an auditor may adopt are outlined below-
(i)                 Ensure that balance as per books of the client and the bank statement tally. In case of difference between the two amounts, reconciliation statement prepared by the client should account for reasons.
(ii)              Examine whether borrowings from the bank have been duly authorized.
(iii)            Examine documents to ensure that statutory requirements, if any, with regards to creation and registration charges have been met.
(iv)             Examine the loan agreement and ensure that the terms therein have been duly complied with.
(v)               Ascertain the purpose for which loan has been raised and examine whether end use of the funds have been accordingly made.

(g) Sale Proceeds of Junk Material
(i)                 Review the internal control on junk material, as regards its generations,
storage and disposal & see whether it was properly followed at every stage.
(ii)               Ascertain whether the organisation is maintaining reasonable records for the
sale and disposal of junk material.
(iii)             Review the production and cost records for the determination of the extent of
junk material that may arise in a given period.
(iv)             Compare the income from the sale of junk material with the corresponding
figures of the preceding three years.
(v)               Check the rates at which different types of junk material have been sold and compare the same with the rates that prevailed in the preceding year.
(vi)             See that all junk material sold has been billed and check the calculations on the invoices.
(vii)           Ensure that there exists a proper procedure to identify the junk material and good quality material is not mixed up with it.
(viii)         Make an overall assessment of the value of the realisation from the sale of junk material as to its reasonableness.

(h) Repayment of Amount of Foreign Loan for Purchase of an Asset
(i) Check the loan agreement, rate of interest, terms of security.
(ii) Check the remittances made during the year towards installments of repayments made.
(iii) Check the receipted voucher/account confirmation for the balance of outstanding.
(iv)The year end liability of foreign loan should be translated to the rate of exchange prevalent            as on the closing date.
(v)The gain or loss arising on exchange conversion is to be credited or debited to Statement of Profit and Loss in accordance with the Accounting Standard 11.
(vi) Check banker exchange rate chart for correctness of the conversion.
(vii) Check RBI or other agencies’ permission for remittances outside India.

Answer 2
Auditing an Account of Bought Ledger: The structure of every account in the Bought
Ledger is - opening balance, credits on account of goods purchased and debits raised in
respect of returns, allowances and discount receivable, advances paid against goods,
payments and transfers.
An account in the Bought Ledger may be in debit. The balance may represent the amount receivable on account of goods returned, rebate allowed by the supplier or advance paid against an order. The auditor should confirm that the advance against the order had been paid in pursuance of a recognised trade practice, also that subsequently goods have been received against the advance or will be received, for such an advance may represent a disguised loan to accommodate a business associate. The book balance also may represent the cost of goods purchased wrongly debited to the account of the supplier, instead of the Purchase Account.

In each such case, it should be ascertained that the book balance is good and recoverable and if it is not considered recoverable, a provision against the same has been made. The book balances should be appropriately classified for purposes of disclosure in the Balance Sheet.

If the debit balance represents a loan to a director or officer of the company, either jointly or severally with another person or it is a debit due by a firm or a private company in which the director is a partner or a member, the same should be separately disclosed in the Balance Sheet in accordance with the provisions contained in Schedule III to the Companies Act, 2013. The maximum account due from the directors or other officers of the company at any time during the year and debts due from companies under the same management should also be disclosed along with the names of companies (Part I, Schedule III to the Companies Act, 2013)

Answer 3
Factors Which Increases the Gross Profit:
(i)                 Undervaluation of opening inventory: It may be either the effect of non-inclusion of certain items of inventories or that of valuation of the inventory at a rate lower than that warranted by the basis of valuation adopted or miscalculation of the value of one or more items of inventory. In such a case, the increase in the rate of gross profit would be preceded by a fall in the rate of gross profit in the previous year.
(ii)              Overvaluation of closing inventory, either by the inclusion therein of fictitious items of inventory or over-statement of values of some of them.
(iii)            Alteration of the basis of valuation of closing inventory, e.g., where the opening inventory was valued at cost or market rate whichever was lower, valuing the closing inventory at the market price which is higher than cost.
(iv)             Increase in the value of some of the items included in the opening inventory above cost, on account of which the unsold inventory of these items at the close of the year is valued at cost.
(v)               Under-statement of opening inventory or over-statement of closing inventory, due to adjustment of the amount of sales, when goods sold but not delivered are included in the closing inventory or when goods were delivered and taken out of inventory last year, but sales invoices is raised in the current year.
(vi)             Entry of fictitious purchases to boost up the profits, if such a practice has been resorted to, it would have the effect of reducing the rate of gross profit in the ensuing year.
(vii)          Inclusion in the closing inventory of goods returned awaiting despatch to supplier, the cost of which has been debited to them or goods returned by customers, the cost whereof has not been credited to parties.
(viii)        Inclusion in the closing inventory of goods received for the sale on approval or on a consignment basis.
(ix)             Treatment of goods sent out for sale on consignment basis as regular sales.
(x)               No provision or under-provision in the expenses accounts included in the Trading Account. For example, purchase may be understated; provision for outstanding wages or carriage inward may not have been made.
(xi)             Wrong allocations of expenses, e.g., carriage inwards either in whole or in part may be wrongly taken to the Profit and Loss Account.

Answer 4
a)      Confirmation of Balances: Direct confirmation of balances from trade receivables/trade payables in respect of balances standing in their accounts at the year-end is, perhaps, the best method of ascertaining whether the balances are genuine, accurately stated and undisputed particularly where the internal control system is weak. The confirmation date, method of requesting confirmation, etc. are to be determined by the auditor.

“Guidance Note on Audit of Debtors, Loans and Advances” issued by the ICAI recommends that the trade receivables may be requested to confirm the balance either:
(i)                 As at the date of the balance sheet; or
(ii)              As at any other selected date which is reasonably close to the date of the balance sheet.
The date should be settled by the auditor in consultation with the entity. Where the auditor decides to confirm the trade receivables at a date other than the balance sheet
date, he should examine the movements in trade receivable balances which occur between the confirmation date and the balance sheet date and obtain sufficient evidence to satisfy himself that trade receivable balances stated in the balance sheet are not materially mis-stated.
Therefore, it is not necessary that balances of trade receivables/ trade payables should necessarily be verified only at the end of the year only. In fact, in order to incorporate an element of surprise, the auditor may consider different confirmation dates periodically, i.e., Dec, 31 as a cut-off date in one year and June 30 in another year and so on.
Therefore, the statement that balance confirmation from trade receivables/trade payables can only be obtained for balances standing in their accounts at the year-end is not correct.

(b) Certificate from a Management’s Expert: The computation of gratuity liability payable to employees is dependent upon several factors such as age of the employee, expected span of service in the organisation, life expectancy of the employee, prevailing economic environment, etc. Thus, it gives rise to uncertainty in the determination of provisions of liabilities. Under such circumstances, the management is required to make an assessment and estimate the amount of provision. In view of this, the management may engage an expert in the field to assist them in arriving at fair estimation of the liability. Therefore, it is an accepted auditing practice to use the work of a management’s expert. SA 500 on “Audit Evidence” also states that the preparation of an entity’s financial statements may require expertise in a field other than accounting or auditing, such as actuarial calculations, valuations, or engineering data. The entity may employ or engage experts in these fields to obtain the needed expertise to prepare the financial statements. It further requires the auditor to evaluate the competence, capabilities and objectivity of that expert; obtain an understanding of the work of that expert; and evaluate the appropriateness of that expert’s work as audit evidence for the relevant assertion, to conclude whether or not to rely upon such a certificate obtained by the management from the actuary. Therefore, the auditor must follow the requirements of SA 500 before relying upon the certificate obtained by the management from the actuary.

(c) Revaluation of Fixed Assets: The revaluation of fixed assets is a normally accepted
Practice which involves writing up the book value of fixed assets. AS 10 on ‘Accounting for Fixed Assets’ requires that “an increase in net book value arising on revaluation of fixed assets is normally credited directly to owner’s interests under the heading of revaluation reserves and is regarded as not available for distribution”. Thus, creation of revaluation reserves does not result into any cash inflows and represents unrealized gains. However, brought forward losses are in the nature of revenue losses. As a matter of prudence, revenue losses can be adjusted against revenue reserves only and not the capital reserves. Therefore, the accounting treatment followed by the entity is not correct and the auditor should qualify the audit report by mentioning the above fact.

Answer 5
As per SA 501 on “Audit Evidence- Specific Considerations for Selected Items”, the following principles are laid down in this respect:
(i) When inventory is material to the financial statements, the auditor shall obtain sufficient appropriate audit evidence regarding the existence and condition of inventory by:
(1) Attendance at physical inventory counting, unless impracticable, to:
(i) Evaluate management’s instructions and procedures for recording and controlling the results of the entity’s physical inventory counting;
(ii) Observe the performance of management’s count procedures;
(iii) Inspect the inventory; and
(iv) Perform test counts; and
(2) Performing audit procedures over the entity’s final inventory records to determine whether they accurately reflect actual inventory count results.
(ii) If physical inventory counting is conducted at a date other than the date of the financial statements, the auditor shall, in addition to the procedures as stated above, perform audit procedures to obtain audit evidence about whether changes in inventory between the count date and the date of the financial statements are properly recorded.
(iii) If the auditor is unable to attend physical inventory counting due to unforeseen circumstances, the auditor shall make or observe some physical counts on an alternative date, and perform audit procedures on intervening transactions.
(iv) If attendance at physical inventory counting is impracticable, the auditor shall perform alternative audit procedures to obtain sufficient appropriate audit evidence regarding the existence and condition of inventory. If it is not possible to do so, the auditor shall modify the opinion in the auditor’s report in accordance with SA 705.
(v) When inventory under the custody and control of a third party is material to the financial statements, the auditor shall obtain sufficient appropriate audit evidence regarding the existence and condition of that inventory by performing one or both of the following:
(1) Request confirmation from the third party as to the quantities and condition of inventory held on behalf of the entity.
(2) Perform inspection or other audit procedures appropriate in the circumstances.      
Audit Conclusions and Reporting: As per Companies (Auditor’s Report) Order, 2015 [CARO 2015], the auditor has to report on whether physical verification of inventory has been conducted at reasonable intervals by the management; are the procedures of physical verification of inventory followed by the management reasonable and adequate in relation to the size of the company and the nature of its business. If not, the inadequacies in such procedures should be reported. It also requires the auditor to report on whether the company is maintaining proper records of inventory and whether any material discrepancies noticed on physical verification have been properly dealt with in the books of account. If the auditor is unable to obtain sufficient appropriate audit evidence concerning the existence of inventory or adequacy of procedures adopted by the management in respect of physical inventory count the auditor should make a reference to a scope limitation in his audit report. If the inventory is not disclosed appropriately in the financial statements, the auditor should issue a qualified opinion.

Answer 6
General Principles of Verification of Assets: It is not sufficient for the auditors only to verify
Correctness of the amount of assets shown in the balance sheet, he must verify them by actual
Inspection or otherwise and establish the existence of assets.
Points requiring auditor’s attention for verification are as under:
(i) Cost - In regard to assets, verification procedure need not generally be extended to determination of the correctness of costs and authority to incur costs unless the items concerned were purchased during the accounting period under review. In such cases the auditor should check the correctness of costs through normal vouching method. He should ensure that adequate distinction has been made between ‘revenue’ and ‘capital’ nature of costs.
(ii) Ownership - Where ownership of assets is evidenced by documents of title etc. as in the case of immovable property, a reference should be made to such documents. If the documents are held by third person the auditor should either obtain a certificate directly from that party or arrange to inspect them at the third party’s place of business.
(iii) Valuation - It must be ascertained that all assets are valued in accordance with appropriate accounting policy. For the valuation made, the basis must be consistently applied, unless circumstances necessitated a change. Even then a disclosure is required for the change and its monetary effect.
(iv) Existence - Physical inspection should be done wherever possible. Where physical inspection is not possible, the possibility of obtaining indirect evidence be considered e.g. machinery imported held in customs godown or materials sent to subcontractor for job work or fabrication. In such circumstances certificating of such parties should be obtained and if considered necessary even physical verification may be requested.
(v) Presentation in accounts - Material assets must be properly disclosed and correctly described in the accounts. It should be seen that the description given to them is clear and complete and is not misleading e.g. stating loans on the assets side of the balance sheet “as dependent upon realization” is just misleading as was held in the case of London and General Bank Ltd. care must be taken to see that disclosures required under the statute or statement issued by ICAI are complied with.

Answer 7
Cheques Received on the Last Day of Accounting Year: It is a quite normal that in any ongoing business entity many a times cheques are received from the customers on the last day of the accounting year. It is also quite likely, that cheques received on the last day of the accounting year could not be deposited in the bank. Though normally speaking, it is expected that all cheques should be deposited in the bank daily. But there may be a possibility that such cheques which are received particularly during the late hours could not be deposited in the bank. Therefore, it is quite important to ensure that the system of internal control is effective and such cheques should be properly accounted for to avoid any frauds and that the financial statements reflect a true and fair view.

As far as internal control system is concerned, it should be ensured that a list of such cheques is prepared in duplicate and a copy of the same has been sent to person controlling the trade receivables’ ledger and a second copy is handed over to cashier along with the cheques received. The person who is controlling the trade receivables’ ledger should ensure that proper accounting entries have been passed by crediting respective trade receivables’ accounts. The balance of cheques-in-hand should also be disclosed along with the cash and bank balances in the financial statements.

TEST 2 ITSM ANSWERS

TEST 2
INFORMATION TECHNOLOGY
ANSWERS

Q.1:Ans:
                           Information System Life Cycle is commonly referred as Software/System Development Life Cycle (SDLC) which is a methodology used to describe the process of building information systems. SDLC framework provides a sequence of activities for system designers and developers to follow. It consists of a set of steps or phases in which each phase of the SDLC uses the results of the previous one. Various phases for developing an Information
System are given as follows:
Phase 1: System Investigation: This phase examines that ‘What is the problem and is it
worth solving’? A feasibility study is done under the dimensions – Technical, Economical,
Legal, Operational etc.
Phase 2: System Analysis: This phase examines that ‘What must the Information System do to solve the problem’? System analyst would be gathering details about the current system
and will involve interviewing staff; examining current business; sending out questionnaires and
observation of current procedures. The Systems Analyst will examine data and information flows in the enterprise using data flow diagrams; establish what the proposed system will actually do (not how it will do it); analyse costs and benefits; outline system implementation options. (For example: in-house or using consultants); consider possible hardware configurations; and make recommendations.
Phase 3: System Designing: This phase examines that ‘How will the Information System do what it must do to obtain the solution to the problem’? This phase specifies the technical aspects of a proposed system in terms of Hardware platform; Software; Outputs; Inputs; User interface; Modular design; Test plan; Conversion plan and Documentation.
Phase 4: System Implementation: This phase examines that ‘How will the solution be put into effect’? This phase involves coding and testing of the system; acquisition of hardware and software; and either installation of the new system or conversion of the old system to the new one.
Phase 5: System Maintenance and Review: This phase evaluates results of solution and
modifies the system to meet the changing needs. Post implementation review would be done
to address Programming amendments; Adjustment of clerical procedures; Modification of
Reports, and Request for new programs.

Q.2:Ans:
(a) The differences between Random Access Memory (RAM) and Read Only Memory (ROM) are given below:
Random Access Memory (RAM)
Read Only Memory (ROM)
RAM is a volatile memory and when the computer is turned off, RAM loses its data. When the computer is turned on again, operating system and other files are once again loaded into RAM usually
from the hard disk.
Unlike RAM, ROM is non-volatile. The
contents of ROM remain even after the
computer is switched off.

This is Read Write memory wherein information can be read as well as modified.
Originally, the ROM used to be readonly; however, the new versions of ROM allow limited rewriting making it possible to upgrade firmware such as the BIOS by using installation software

(b) The differences between Hierarchical Database Model and Network Database Model are  
       given below
Hierarchical Database Model
Network Database Model
The hierarchical model permits a record to be a member of only one set at one time.
Unlike the hierarchical mode, the network
model permits a record to be a member of more than one set at one time
The hierarchical data structure implements one-to-one and one-to-many relationships.
The network model allows us to represent one-to-one, one-to-many and many to many relationships
Each parent record may have one or
more child records, but no child record
may have more than one parent record
Each parent record may have one or
more child records, and even a child
record may have more than one parent
record.
The hierarchical model does not
represent redundancy in data efficiently
The network model is able to represent
redundancy in data more efficiently than
in the hierarchical model.
The hierarchical data structures require
specific entrance points to find records
in a hierarchy
The network data structures can be
entered and traversed more flexibly

(c) Complex Instruction Set Computer (CISC): If the Control Unit contains a number of
      micro-electronic circuitry to generate a set of control signals and each micro-circuitry is
      activated by a micro-code, this design approach is called CISC design. Examples of CISC     
      processors are: Intel 386, 486, Pentium, Pentium Pro, Pentium II, Pentium III processors etc.    
      CISC chips have a large, variable length and complex instructions and generally make use of  
      complex addressing modes. Different machine programs can be executed on CISC machine.
      Since CISC processors possess so many processing features, the job of machine language      
      programmers becomes easier. But at the same time, they are complex as well as expensive to   
      produce. Now-a-days, most of the personal computers use CISC processors.

Reduced Instruction Set Computer (RISC): To execute each instruction, if there is separate electronic circuitry in the control unit, which produces all the necessary signals, this approach of the design of the control section of the processor is called RISC design.
It is also called hard-wired approach. Examples of RISC processors: IBM RS6000, MC88100 processors etc. RISC processors use a small and limited number of instructions and mostly use hardwired control unit. These consume less power and are having high performance. RISC processors use simple addressing modes and RISC instruction is of uniform fixed length. Since RISC processors have a small instruction set, they place extra demand on programmers who must consider how to implement complex computations by combining simple instructions. However, RISC processors are faster, less complex and less expensive than CISC processors because of their simpler design.

Q.3:Ans:
Service Models of Cloud Computing are as follows:
Infrastructure as a Service (IaaS): It is the foundation of cloud services that provides clients with access to server hardware, storage, bandwidth and other fundamental computing resources. The service is typically paid for on a usage basis and may also include dynamic scaling so that if the customer needs more resources than expected, she/he can get them on the fly (probably to a given limit). It provides access to shared resources on need basis, without revealing details like location and hardware to clients
.    Software as a Service (SaaS): It includes a complete software offering on the cloud.
Users can access a software application hosted by the cloud vendor on pay-per-use
basis. SaaS is a model of software deployment where an application is hosted as a
service provided to customers across the Internet by removing the need to install and run
an application on a user’s own computer. SaaS can alleviate the burden of software
maintenance and support but users relinquish control over software versions and
requirements.

Platform as a Service (PaaS): It provides clients with access to the basic operating
software and optional services to develop and use software applications (e.g. database
access and payment service) without the need to buy and manage the underlying
computing infrastructure. For example, Google App Engine allows clients to run their web
applications (i.e. software that can be accessed using a web browser such as Internet
Explorer over the internet) on Google’s infrastructure.
Network as a Service (NaaS): It is a category of cloud services where the capability
provided to the cloud service user is to use network/transport connecting services. NaaS
involves optimization of resource allocation by considering network and computing
resources as a whole. Some of the examples are: Virtual Private Network, Mobile
Network Virtualization etc.
Communication as a Service (CaaS): CaaS is an outsourced enterprise communication
solution that can be leased from a single vender. The CaaS vendor is responsible for all
hardware and software management and offers guaranteed Quality of Service (QoS). It
allows businesses to selectively deploy communication devices and modes on a pay-asyou-
go, as-needed basis. This approach eliminates the large capital investments.
Examples are: Voice over IP (VoIP), Instant Messaging (IM), Collaboration and
Videoconferencing application using fixed and mobile devices.

Q.4: Ans:
Business Process Automation (BPA) is a process of managing information, data and
processes to reduce costs, resources and investment. BPA capabilities range from
automating a simple data-entry-manipulation task to building complex, automated
financial management processes using existing applications. The resulting benefits are
cost reduction, elimination of human error, freeing people from routine and volume,
and allow management to do what they are best at: make decisions, analyse data
implications and trends and focus on providing better customer service.

The steps involved in any BPA are as follows:
Step 1         Define why we plan to implement BPA?
Step 2         Understand the rules/ regulation under which it needs to comply with?
Step 3         Document the process, we wish to automate.
Step 4         Define the objectives/goals to be achieved by implementing BPA.
Step 5         Engage the business process consultant.
Step 6         Calculate the ROI for project.
Step 7         Development of BPA.
Step 8         Testing the BPA.
BPA makes existing processes more efficient, not only at enterprise level but even for desktop users’ through simple workflows, access and authorizations. BPA application ties up these activities – Integration, Orchestration and Automation.

Q.5:Ans:
Computer architecture is the art that specifies the relations and parts of a computer system. In computer engineering, Computer Architecture is the conceptual design and fundamental
operational structure of a computer system. The computer is based on a fixed hardware platform capable of executing a fixed repertoire of instructions. CPU, the centre piece of the computer’s architecture, is in charge of executing the instructions of the currently loaded program. These instructions tell the CPU to carry out various calculations, to read and write values from and into the memory, and to conditionally jump to execute other instructions in the program. Popular computing architecture used today is called Instruction Set Architecture (ISA). Computer architecture includes at least three main subcategories: Instruction Set Architecture, Micro-Architecture and System Design.


Q.6:Ans:
(a) Server:  From a hardware perspective, a server is a computer (hardware) or device on a network dedicated to run one or more services (as a host), to serve the needs of the users of other computers on a network. In client-server architecture, a server is a computer program running to serve the requests of other programs, the "clients". Thus, the server performs some computational task on behalf of "clients". The clients either run on the same computer or they connect through the network. Servers are often dedicated, meaning that they perform no other tasks besides their server tasks.

(b)Overview of Computing: Computing may be defined as any goal-oriented activity requiring, benefiting from or creating computers. It includes designing and building hardware and software systems for a wide range of purposes; processing, structuring, and managing various kinds of information; doing scientific studies using computers; making computer systems behave intelligently; creating and using communications & entertainment media; finding and gathering information relevant to any particular purpose, and so on.

(c) Groupware: Groupware also known as Team-ware, Collaboration Software is software
that allows collective and collaborative working of teams from different geographical
locations on an online and real-time basis.

(d) Memory Controller: Memory Controller is a digital circuit which manages the flow of
data going to and from the main memory and can be a separate chip or integrated into
another chip.

(e) Direct Memory Access (DMA): Direct Memory Access (DMA) is a feature of
modern computers that allows certain hardware subsystems within the computer to
access system memory independently of the Central Processing Unit (CPU).

STRATEGIC MANAGEMENT
ANSWERS

Q.1:Ans:
            (a) Incorrect: Industry is a consortium of firms whose products or services have
homogenous attributes or are close substitutes such that they compete for the same
buyer. For example, all paper manufacturers constitute the paper industry
(b) Incorrect: SWOT analysis stands for the analysis of strengths, weaknesses
opportunities, and threats. It is not used for ranking of organizations. It is a tool for
organizational and environmental appraisal necessary for formulating effective strategies.
(c) Incorrect: The acronym BCG stands for Boston Consulting Group, an organization that developed a matrix to portray an organizational corporate portfolio of investment. This matrix depicts growth of business and the business share enjoyed by an organization. The matrix is also known for its cow and dog metaphors and is popularly used for resource allocation in a diversified company.
(d) Correct: An industry contains only one strategic group when all sellers pursue
essentially identical strategies and have comparable market positions. At the other
extreme, there are as many strategic groups as there are competitors when each rival
pursues a distinctively different competitive approach and occupies a substantially
different competitive position in the marketplace.

Q.2: Ans: Experience curve is similar to learning curve which explains the efficiency gained by workers through repetitive productive work. Experience curve is based on the commonly observed phenomenon that unit costs decline as a firm accumulates experience in terms of a
cumulative volume of production. The implication is that larger firms in an industry would tend to have lower unit costs as compared to those of smaller organizations, thereby gaining a competitive cost advantage. Experience curve results from a variety of factors such as
learning effects, economies of scale, product redesign and technological improvements in
production. The concept of experience curve is relevant for a number of areas in strategic
management. For instance, experience curve is considered a barrier for new firms
contemplating entry in an industry. It is also used to build market share and discourage
competition.

Q.3: Ans: In the light of BCG Growth Matrix, once an organisation has classified its products or SBUs, it must determine what role each will play in the future. The four strategies that
can be pursued are:
(i) Build: Here the objective is to increase market share, even by forgoing short-term
earnings in favour of building a strong future with large market share.
(ii) Hold: Here the objective is to preserve market share.
(iii) Harvest: Here the objective is to increase short-term cash flow regardless of long-term effect.
(iv)Divest: Here the objective is to sell or liquidate the business because resources can
be better used elsewhere.


Q.4: Ans: An important component of strategic thinking requires the generation of a series of strategic alternatives, or choices of future strategies to pursue, given the company's internal strengths and weaknesses and its external opportunities and threats. The comparison of strengths, weaknesses, opportunities, and threats is normally referred to as SWOT analysis.
Strength: Strength is an inherent capability of the organization which it can use to gain
strategic advantage over its competitors.
Weakness: A weakness is an inherent limitation or constraint of the organization which creates strategic disadvantage to it.
Opportunity: An opportunity is a favourable condition in the organisation’s environment which enables it to strengthen its position.
Threat: A threat is an unfavourable condition in the organisation’s environment which
causes a risk for, or damage to, the organisation’s position.

SWOT analysis helps managers to craft a business model (or models) that will allow a
company to gain a competitive advantage in its industry (or industries). Competitive advantage
leads to increased profitability, and this maximizes a company's chances of surviving in the
fast-changing, competitive environment. Key reasons for SWOT analyses are:
• It provides a logical framework.
• It presents a comparative account.
• It guides the strategist in strategy identification.

Q.5: Ans:
The Ansoff’s product market growth matrix (proposed by Igor Ansoff) is an useful tool that
helps businesses decide their product and market growth strategy. With the use of this matrix,
a business can get a fair idea about how its growth depends upon its markets in new or
existing products in both new and existing markets.

Based on the matrix, Aurobindo may segregate its different products. Being in pharmaceuticals, development of new products is result of extensive research and involves huge costs. There are also social dimensions that may influence the decision of the company. It can adopt penetration, product development, market development or diversification simultaneously for its different products.

Market penetration refers to a growth strategy where the business focuses on selling existing
products into existing markets. It is achieved by making more sales to present customers
without changing products in any major way. Market development refers to a growth strategy
where the business seeks to sell its existing products into new markets. It is a strategy for
company growth by identifying and developing new markets for the existing products of the
company. Product development is refers to a growth strategy where business aims to introduce new products into existing markets. It is a strategy for company growth by offering modified or new products to current markets. Diversification refers to a growth strategy where a business markets new products in new markets. It is a strategy by starting up or acquiring businesses outside the company’s current products and markets.

As market conditions change overtime, a company may shift product-market growth strategies.
For example, when its present market is fully saturated a company may have no choice other
than to pursue new market.

Q.6: Ans:
The elements considered for situational analysis are as follows:
·         Environmental factors: What external and internal environmental factors are there
that needs to be taken into account. This can include economic, political, demographic or    sociological factors that have a bearing on the performance.
·         Opportunity and issue analysis: What are the current opportunities that are available in the market, the main threats that business is facing and may face in the future, the strengths that the business can rely on and any weaknesses that may affect the business performance.
·         Competitive situation: Analyse main competitors of the organisation: Who are they, what they up to are, how they compare. What are their competitive advantages?
·         Distribution situation: Review the distribution situation - how are the products
moving through channels.

·         Product situation: The details about current product. The details about current product may be divided into parts such as the core product and any secondary or supporting services or products that also make up what you sell. It is important to observe this in terms of its different parts in order to relate this back to core client needs.

ITSM TEST 1 ANSWERS

Test 1
INFORMATION TECHNOLOGY ANSWERS
1)
Flowchart
Data Flow Diagram (DFD)
Flow chart presents steps to complete a process.
Data Flow Diagram presents the flow of data.
Flow chart does not have any input from or output to an external source.
DFD describes the path of data from an external source to internal source or vice versa.
The timing and sequence of the process is aptly shown by a flowchart.
Whether processing of data is taking place in a particular order or several processes are taking place simultaneously is described by a DFD.
Flow chart shows how to make a system function.
DFD defines the functionality of a system.
Flow chart is used in designing a process.
DFD is used to describe the path of data that will complete the process.
Types of Flow charts – System, Data, Document and Program.
Types of DFD – Physical data flow and Logical data flow.

2)  REFER PRACTICE MANUAL QUESTION NO 9
3)
(a) Six Sigma – Six Sigma employs quality management and statistical analysis of process outputs by identifying and removing the causes of defects (errors) and minimizing variability in manufacturing and business processes. Each Six Sigma project carried out within an organization follows a defined sequence of steps and has quantified value targets, for example: reduce process cycle time, reduce pollution, reduce costs, increase customer satisfaction, and increase profits. It follows a life-cycle having phases:
Define, Measure, Analyze, Improve and Control (or DMAIC) which are described as follows.
(i) Define: Customers are identified and their requirements are gathered. Measurements that are critical to customer satisfaction [Critical to Quality, (CTQ)] are identified for further project improvement.
(ii) Measure: Process output measures that are attributes of CTQs are determined and variables that affect these output measures are identified. Data on current process are gathered and current baseline performance for process output measures are established. Variances of output measures are graphed and process sigma are calculated.
(iii) Analyze: Using statistical methods and graphical displays, possible causes of process output variations are identified. These possible causes are analyzed statistically to determine root cause of variation.
(iv) Improve: Solution alternatives are generated to fix the root cause. The most appropriate solution is identified using solution prioritization matrix and validated using pilot testing. Cost and benefit analysis is performed to validate the financial benefit of the solution. Implementation plan is drafted and executed.
(v) Control: Process is standardized and documented. Before and after analysis is performed on the new process to validate expected results, monitoring system is implemented to ensure process is performing as designed. Project is evaluated and lessons learned are shared with others.
(b) BPM Life Cycle (BPM-L) - Business Process Management-Life cycle establishes a sustainable process management capability that empowers organizations to embrace and manage process changes successfully. Because it incorporates both human resources and technology—culture, roles and responsibilities, as well as data content, applications and infrastructure—the approach enables fully informed decision-making right across an organization. Phases are Analysis, Design, Implementation, Run & Monitor and Optimize.
(i) Analysis phase: This involves analysis of the current environment and current processes, identification of needs and definition of requirements.
(ii) Design phase: This involves evaluation of potential solutions to meet the identified needs, business process designing and business process modeling.
(iii) Implementation phase: This involves project preparation, blue printing, realization, final preparation, go live and support.
(iv) Run and Monitor phase: This involves business process execution or deployment and business process monitoring.
(v) Optimize: Iterate for continuous improvement.
(c) Total Quality Management (TQM) is a management mechanism designed to improve a product or process by engaging every stakeholder and all members of an organization as well as the customers and aims at improving the quality of the products produced and the process utilized. TQM ultimately aims at complete customer satisfaction through ongoing improvements.
(d) Business Process Reengineering (BPR) is the fundamental rethinking and radical redesign of processes to achieve dramatic improvement, in critical, contemporary measures of performance such as cost, quality, service and speed. BPR aims at major transformation of the business processes to achieve dramatic improvement. The success factors of BPR are: Organization wide commitment, BPR Team composition, Business need analysis, Adequate IT infrastructure, effective change management, and ongoing continuous improvement.

4) Relationship: It is defined as an association between two or more entities.
Types of Relationships in E-R Model are as follows:
One-to-One relationship (1:1) - A One-to-One relationship is shown on the diagram by a line connecting the two entities.
Example: A Teacher may be in-charge of a class. Each class must be in-charge of by one teacher.
One-to-Many relationships (1:N) – A One-to-Many relationship is shown on the diagram by a line connecting the two entities with a “crow's foot” symbol denoting the 'many' end of the relationship.
Example: A student may borrow some books from the library. A book in the library may be borrowed by at most a student.
Many-to-One relationships (M:1) – It is the reverse of One-to-Many relationship.
Example: As in two or more parent records to a single child record.
Many-to-Many relationships (M:N) - A Many-to-Many relationship is shown on the diagram by a line connecting the two entities with 'crow's foot' symbols at both ends.
Example: A student enrolls in atleast one course. A course is enrolled by at least one student.

5) Organizational Business Process : These are the high-level processes that are typically specified in textual form by their inputs, their outputs, their expected results and their dependencies on other
organizational business processes.
Operational Business Process: These are the basis for developing implemented business processes that contain information on the execution of the process activities and the technical and organizational environment in which they will be executed.

STRATEGIC MANAGEMENT ANSWERS
1)  a) Ethnic mix reflects the changes in the ethnic make-up of a population and has implications both for a company's potential customers and for the workforce. Issues that should be addressed include:
ü  What do changes in the ethnic mix of the population imply for product and service design and delivery?
ü  Will new products and services be demanded or can existing ones be modified?
ü  Managers prepared to manage a more culturally diverse workforce?
ü  How can the company position itself to take advantage of increased workforce heterogeneity?
b) Cartelization: - A small number of manufactures/sellers of a product may join together to form cartel to decide their market prices, shares and profits. Policy is a plan or course of actions designs to influence and determine decision action and other matters, Policy explain and describe standards that users should normally follow.
c) Kieretsus: - It is a Japanese word, it is formed to enhance the abilities of individual member business to competing their respective fields. The primary aim is to maximize profits and to minimize cost, e.g. Airtel and Nokia are not related yet they are Kieretsus.
d) Conglomerate: - Conglomerate is a combination of 2 or more corporations engaged in entirely different business, usually involving a parent company and several subsidiaries.
2) a)  “Strategy” is a guiding force or driving force of vision, mission and objective of company. Now strategy is an answer for hostile and dynamic business environment.
Strategy” is a long range blue point of an organization’s desire, image, direction and destination. A Company must know what it does, how it does and for whom it does.
Strategy” is a unified, comprehensive and integrated plan designed to assure that the basic objectives of the enterprise are achieved.
b) The term strategic management refers to the managerial process of
Ø  Forming a strategic vision,
Ø  Setting objectives,
Ø  Crafting a strategy,
Ø  Implementing and executing the strategy, and
Ø  Initiating whatever corrective adjustments in the vision, objectives, strategy, and execution are deemed appropriate.
According to Peter Drucker “Strategic management is not a box of tricks or a bundle of techniques. It is analytical thinking and commitment of resources to action.”
c) A Strategic vision is a road map of a company’s future providing specifics about technology and customer focus, the geographic and product markets to be pursued, the capabilities it plans to develop, and the kind of company that management is trying to create.
d) Business policy, as defined by Christensen and others, is "the study of the functions and responsibilities of senior management, the crucial problems that affect success in the total enterprise, and the decisions that determine the direction of the organization and shape its future.
3) a) Incorrect: The term PESTLE Analysis is used to describe a framework for analysis of macro environmental factors. It involves identification of political, economic, sociocultural, technological, legal and environmental influences on an organization and providing a way of scanning the environmental influences that have affected or are likely to affect an organization or its policy. The advantage of this tool is that it encourages management into proactive and structured thinking in its decision making.
b) Correct: It is said that change is inevitable, especially in the context of business environment. Changes in the business environment from time to time throw up new issues before businesses. A right perspective of such new issues is to view them both as challenges and opportunities - challenge because appropriate action is called for and, opportunity because it opens up new potentials for the future plans that would lead to prosperous business.
c) Incorrect: Strategy is not a substitute for sound, alert and responsible management.
Strategy can never be perfect, flawless and optimal. Strategies are goal-directed decision and actions in which capabilities and resources are matched with the opportunities and threats in the environment. A good management at the top can steer the organizations by adjusting its path on the basis of the changes in the environment.
d) Incorrect: No, Strategic management is not a bundle of tricks and magic. It is much more serious affair. It involves systematic and analytical thinking and action. Although, the success or failure of a strategy is dependent on several extraneous factors, it cannot be stated that a strategy is a trick or magic. Formation of strategy requires careful planning and requires strong conceptual, analytical, and visionary skills.
4) Objectives are organizations performance targets – the results and outcomes it wants to achieve. They function as yardstick for tracking an organizations performance and progress.
Today, organizations are capable of achieving multiple objectives and they focus on different objectives rather than a single objective. In general, we may identify a set of business objectives being pursued by the business. These may relate to profitability, productive efficiency, growth, technological dynamism, stability, self-reliance, survival, competitive strength, customer service, financial solvency, product quality, diversification, employee satisfaction and welfare, and so on. Organizations need to balance these objectives in an appropriate manner.
5) A business organization and its many environments have innumerous interrelationship that at times it becomes difficult to determine exactly where the organization ends and where its environment begins. It is also difficult to determine exactly what the business organization should do in response to a particular situation in the environment. Strategically, the business organizations should make efforts to exploit the opportunities and avoid the threats.
In this context following are the possible strategic responses of an organization to its business environment:
(i) Least resistance: Some organizations just manage to survive by way of coping with their changing external environments. They are simple goal-maintaining units. They are very passive in their behavior and are solely guided by the signals of the external environment. They are not ambitious but are content with taking simple paths of least resistance in their goal-seeking and resource transforming behavior.
(ii) Proceed with caution: At the next level, are the organisations that take an intelligent interest to adapt with the changing external environment. They seek to monitor the changes in that environment, analyse their impact on their own goals and activities and translate their assessment in terms of specific strategies for survival, stability and strength. This is a sophisticated strategy than to wait for changes to occur and then take corrective-adaptive action.
(iii) Dynamic response: At a still higher sophisticated level, are those organisations that regard the external environmental forces as partially manageable and controllable by their actions. Their feedback systems are highly dynamic and powerful. They not merely recognise and ward off threats; they convert threats into opportunities. They are highly conscious and confident of their own strengths and the weaknesses of their external environmental ‘adversaries’. They generate a contingent set of alternative courses of action to be picked up in tune with the changing environment.
6) An organization is divided into several functions and departments that work together to bring a particular product or service to the market. There are three main levels of management: corporate, business, and functional.
The corporate level of management consists of the chief executive officer (CEO), other senior executives, the board of directors, and corporate staff. The role of corporate-level managers is to oversee the development of strategies for the whole organization. This role includes defining the mission and goals of the organization, determining what businesses it should be in, allocating resources among the different businesses, formulating and implementing strategies that span individual businesses, and providing leadership for the organization.
Business-level general managers are concerned with strategies that are specific to a particular business. The strategic role of these managers is to translate the general statements of direction and intent that come from the corporate level into concrete strategies for individual businesses.
Functional-level managers are responsible for the specific business functions or operations (human resources, purchasing, product development, customer service, and so on) that constitute a company or one of its divisions. Thus, a functional manager's sphere of responsibility is generally confined to one organizational activity.
7) The primary task of the strategic manager is conceptualizing, designing and executing company strategies.
For this purpose, his tasks will include:
ü  Defining the mission and goals of the organization.
ü  Determining what businesses it should be in.
ü  Allocating resources among the different businesses.
ü  Formulating and implementing strategies that span individual businesses.
ü  Providing leadership for the organization.
8) Organizational environment consists of both external and internal factors. Environment must be scanned so as to determine development and forecasts of factors that will influence organizational success. The factors that need to be considered are explained below:
Events: Events are important and specific happenings in the internal or external organizational environment which can be observed and tracked.
Trends: Trends are grouping of similar or related events that tend to move in a given direction, increasing or decreasing in strength of frequency of observation.
Issues are the current concerns that arise in response to events and trends. Identifying an emerging issue is more difficult.

Expectations are the demands made by interested groups in the light of their concern for issues.

AS 22

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