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Targeted control audit of CARM business readiness: Appendices

Appendix A: Key stakeholders and their responsibilities

VP, Commercial and Trade Branch
Oversees CARM Project
Deloitte
Vendor responsible for delivering the CARM Solution
Department of Justice (Legal Counsel)
Provides legal advice upon request to CARM Team
Strategic Policy Branch
Supports CARM with legislative and regulatory amendments
Information, Science, and Technology Branch (ISTB)
Responsible for conducting security assessments for the CARM Solution and liaising on IT issues
Business and Project Readiness Implementation Division
Responsible for CARM business readiness, client service support, and CBRIB Secretariat
CARM Business Readiness and Implementation Board
Responsible for providing oversight of progress and accountability toward CARM business readiness and implementation
CARM Change Enablement Division
Responsible for training and innovation, stakeholder engagement, and program authorities
CARM Project Management Office
Responsible for the Integrated Project Plan, contract management, communication with TBS, enforcing contract terms with Deloitte
CARM Solution Delivery
Responsible for systems integrations, security management action plans, and managed services

Appendix B: About the audit

Audit objectives and scope

The objective of this audit is to assess the state of business readiness activities to support the operations impacted for R2 release of CARM in (i.e. full implementation of the core CARM solution).

This audit was approved by the agency's Audit Committee as part of the 2021 risk-based audit plan.

The audit scope covered the period , to , including the completed and planned activities for the launch of CARM R2 in . This audit scope included:

  • risk management practices across the agency in order to address CARM R2 risks across the agency
  • progress toward elements identified as key to internal and external readiness to support the R2 release date (including business readiness plans)
  • IT processes surrounding IT security for CARM R2

This audit scope did not include the following:

  • any detailed examinations of business readiness activities related to R0 () and R1 () releases
    • these release activities served as a historical backdrop for R2 release activities but the audit did not examine the strengths or weaknesses for these CARM phases
    • additionally, contractor performance and the CARM budget were not examined
  • assessment of activities and operations to be implemented and/or considered for a post R2 release or "steady-state"
    • these processes involve such things as vendor management once R2 has been released, and project teams created specifically for CARM steady-state
  • examination of specific issues/challenges that contributed to the Vendor Solution build

Due to limitations surrounding the COVID-19 pandemic, there was no travel during this audit. However, all regions were included and some were contacted for interviews, survey and/or documentation requests.

Risk assessment

A preliminary risk assessment was conducted during the audit planning phase to identify potential areas of risk as well as audit priorities. Methodology used to develop the risk assessment included interviews with stakeholders involved in CARM, review of relevant documentation, and analysis of available reports. As a result of this assessment, the following key risks related to CARM business readiness were identified and used to develop the audit objective, scope and criteria:

  • the governance structures in place may not adequately identify key risks to CARM in order to support timely risk-based decision making
  • the agency may not have the required enabling legislation and regulatory measures in place to enforce the new TCP compliance requirements CARM will introduce by the planned launch date of
  • the agency may be unable to track, monitor and/or document whether system integration and security issues are being followed; thus jeopardizing the authority to launch and operate the system
  • the agency may not have key internal business readiness activities, such as training, operational impact assessments and client service capabilities, established or performed in a timely manner
  • the agency may not be effectively engaging and/or communicating with external stakeholders to ensure that training, CARM registration and key IT system requirements are in place in order to ensure that external stakeholders are ready to use CARM

Approach and methodology

The audit was conducted in accordance with the Directive on Internal Auditing and the Institute of Internal Auditors' Standards for the Professional Practice of Internal Auditing.

The examination phase of this audit was performed using the following approach:

  1. interviews with key stakeholders including CARM Directorate personnel, and most affected program areas such as:
    • Trade and Anti-Dumping Programs Directorate (TAPD)
    • Commercial Programs Directorate (CPD)
    • agency Comptroller (FCMB)
  2. review of relevant documentation including but not limited to:
    • internal and external business readiness
    • governance related documents such as terms of reference and records of decision, and meeting minutes from working committees
    • risk dashboards, status reports, and deck presentations related to CARM
    • systems integration and security assessment and accreditation processes
  3. assessment of processes and procedures in place, as well as validation of key controls in place

Audit criteria

The following lines of enquiry and audit criteria were developed to assess the areas of risk.

Line of enquiry Audit criteria
1. Risk Management Processes/Procedures 1.1 A risk management process is in place that effectively identifies, assesses, communicates and monitors key CARM R2 risks in order to enable the agency to support effective risk-based decision-making
2. Internal and External Readiness
  • 2.1 Internal business readiness activities are being executed in a timely and effective manner to support the release of CARM R2
  • 2.2 External readiness activities are in place and being implemented in an effective and timely manner in order to support adoption by external stakeholders and Trade Chain Partners
3. IT Systems Integration and Security
  • 3.1 Systems Integration work is performed as planned, and managed to proactively address risks
  • 3.2 Security Assessments are being managed in a manner to ensure the mitigation of challenges for R2 go-live

Appendix C: List of acronyms

ARL
Accounts Receivable Ledger
ARMB
Annual Regulatory Modernization Bill
BIA
Budget Implementation Act
CARM
CBSA Assessment and Revenue Management
CBRIB
CARM Business Readiness and Implementation Board
CBSA
Canada Border Services Agency (the agency)
CCSH
CARM Client Service Helpdesk
CPB
CARM Project Board
CSAR
Critical Security Assessment Report
CSP
Cloud Service Provider
CTU
CARM Training Unit
EC
Executive Committee
FIMC
Finance and Investment Management Committee
FSAR
Final Security Assessment Report
GC
Government of Canada
IPP
Integrated Project Plan
ISTB
Information, Science, and Technology Branch
IT
Information Technology
OAG
Office of the Auditor General
OIA
Operational Impact Assessment
PACP
Standing Committee on Public Accounts
PMF
Project Management Framework
R1
Release 1
R2
Release 2
ROD
Record of Decision
SOW
Statement of Work
SA&A
Security Assessment and Accreditation
SMAP
Security Management Action Plan
SPB
Strategic Policy Branch
TCP
Trade Chain Partner
TBS
Treasury Board Secretariat
TOR
Terms of Reference
TRAS
Tariff Risk Assessment Service
UAT
User Acceptance Testing
VP
Vice-President
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