The important thing to remember when gathering evidence is that the more evidence the better - that is, the more evidence you gather to demonstrate your skills, the more confident an assessor can be that you have learned the skills not just at one point in time, but are continuing to apply and develop those skills (as opposed to just learning for the test!). Furthermore, one piece of evidence that you collect will not usualy demonstrate all the required criteria for a unit of competency, whereas multiple overlapping pieces of evidence will usually do the trick!
From the Wiki University
What evidence can you provide to prove your understanding of each of the following citeria?
Hypothesise fraud and corruption situations
|
|
Hypotheses are formulated and guidelines specified for input into information system design. Completed |
Evidence:
|
Data and information is collected from a variety of sources and methods including fraud/corruption records, audit records, fraud/corruption risk assessment, past investigations and other organisations. Completed |
Evidence:
|
Hypothetical fraud and corruption situations are used to identify new potential risk areas. Completed |
Evidence:
|
Initiate projects to test newly identified risk areas
|
|
New projects are initiated and parameters defined in accordance with fraud/corruption control plan. Completed |
Evidence:
|
Significance and value of the project are justified and are consistent with the fraud/corruption control strategy and plan and strategy. Completed |
Evidence:
|
Previous and ongoing activities in the relevant areas are reviewed for their contributions to the outcomes of the project. Completed |
Evidence:
|
Project activities are designed utilising current knowledge, methods and techniques for the identification of risks. Completed |
Evidence:
|
Analyse trends in fraud and corruption activities and investigations
|
|
All project and investigation outcomes are reviewed to identify emerging patterns of behaviour reflected in data. Completed |
Evidence:
|
Conclusions are drawn from data and statistical information as well as qualitative sources including information gathered and reports from previous investigations. Completed |
Evidence:
|
Risks and strengths are identified as a result of a project's analysis of trends inside and outside the organisation. Completed |
Evidence:
|
Discussion with colleagues and other experienced organisational staff is used as additional source of information on trends. Completed |
Evidence:
|
Networks are used to provide useful contacts and information for investigation in accordance with legislative requirements. Completed |
Evidence:
|
Performance reports are produced which identify trends in fraud and corruption activities and investigations. Completed |
Evidence:
|
Recommend course/s of action
|
|
All relevant elements are considered during evaluation, prior to recommending course of action. Completed |
Evidence:
|
Investigation targets are identified, and suggestions for future areas of investigation are referred to management. Completed |
Evidence:
|
Recommendations are made for changes to organisational controls and initiatives to target potential trouble spots. Completed |
Evidence:
|
Data is checked for reliability, and practical recommendations are made providing management with feasible options. Completed |
Evidence:
|
Management issues and concerns are balanced against public interest and political concerns when framing recommendations. Completed |
Evidence:
|
Recommendations are made that balance operational demands against contributions to strategic plan. Completed |
Evidence:
|
Provide information on recommended actions
|
|
Reports are provided containing suggestions for actions and sufficient supporting information for management to adequately resource future projects. Completed |
Evidence:
|
Advice is provided regarding appropriate controls and initiatives required to address fraud and corruption. Completed |
Evidence:
|
Operational briefings and other presentations are prepared and given as required. Completed |
Evidence:
|
Ad hoc opportunities to explain operational risks are taken advantage of, as they arise. Completed |
Evidence:
|
Information is given in terms that clearly explain the nature of possible risk, with possible solutions outlined. Completed |
Evidence:
|