Technologies Affected by Sarbanes-Oxley: From SarbanesOxley to SOCKET in VS .NET

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CHAPTER
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Technologies Affected by Sarbanes-Oxley: From SarbanesOxley to SOCKET
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ven in a simplified IT environment, it is expected that the CRM system (managing sales and distribution), the SCM system (typically managing the procurement supply chain and sometimes the distribution or demand chain), the ERP system (managing the financials and accounting), internal controls, inventory, and production will all be using different IT systems Add to these the numerous supporting IT systems for the several subsidiary business processes, and the real picture of the various data islands in the enterprise begins to emerge It is to be expected that the data from these disparate systems will not reflect the same view of reality What data represents the true picture of reality is anybody s guess However, the CEO and the CFO, subject to personal liability and risk, must sign and certify that the financial reports are accurate and reflect the true picture to the best of their knowledge; furthermore, they must certify that they have checked the internal controls supporting the financial processes This puts the pressure on the CIO in turn to ensure that the key business processes are properly implemented and that the data is accurate and secure How to accomplish this is the focus of the remaining chapters in this book
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SEPARATE VENDOR HYPE FROM REALITY
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For obvious reasons, Sarbanes-Oxley carries with it some fear, uncertainty, and doubt (the FUD factor)
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Technologies Affected by Sarbanes-Oxley: From Sarbanes-Oxley to SOCKET
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Fear exists because Sarbanes-Oxley legislates personal liability and prescribes fines for and imprisonment of the CEO and CFO who deviate from the Sarbanes-Oxley prescribed rules and regulations Uncertainty exists because the exact steps to be taken to comply with Sarbanes-Oxley are still unclear According to AMR Research, about 80 percent of CIOs are not sure of the exact significance of Sarbanes-Oxley for their company Doubt exists about the precise impact of Sarbanes-Oxley on the enterprise, the CEO, the CFO, and the CIO There is also considerable doubt about the extent to which Sarbanes-Oxley will be enforced, and the sections that the SEC will choose to enforce Many vendors are appearing, hoping to cash in on this SarbanesOxley created FUD factor The way to separate vendor hype from reality is to do your own analysis There is no simple way to separate hype from reality In general, even with established vendors, there is a fine line between hype and reality Nevertheless, vendors are an important source of relevant information and a lot of that information cannot be dismissed as mere hype However, especially when the issue is of compliance with laws such as Sarbanes-Oxley, it is important for the CIO, CEO, and CFO to keep an extremely skeptical mindset to prevent the implications of noncompliance from clouding their thinking The way to cut through the vendor hype, or any other hype, is to ask specific questions and get into the details of the service and product offerings The devil of hype hides within the details The questions in Exhibit 111 are provided as a guideline for querying a vendor about its products and/or services
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SARBANES-OXLEY COMPLIANCE AS AN IT PROJECT
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It is imperative that Sarbanes-Oxley compliance be viewed by the CIO as an IT project A project can be defined as a list of activities undertaken to achieve a desired outcome or goal using predefined, fixed resources, and completed within a given time frame This will help in the implementation of Sarbanes-Oxley, as IT will be used according to the desired time line, with well-understood goals and within budget The risk of project failure is reduced Sarbanes-Oxley compliance is one project where failure is not an option
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SARBANES-OXLEY FOR THE IT PROFESSIONAL
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EXHIBIT 111 Vendor/Product Due-Diligence Checklist
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Which section(s) of Sarbanes-Oxley does the product/service relate to How does the product/service support compliance with those sections of SarbanesOxley Are there other classes of products from other vendors that also claim to provide compliance Will the vendor provide a written statement that the product/service provides compliance with Sarbanes-Oxley How does the product/service improve upon the existing system What deficiency in the existing system does it address Is there a simpler and more inexpensive way to rectify this deficiency Has the vendor worked with Sarbanes-Oxley experts to develop the system What other changes will have to be made if the product is purchased and implemented Will it affect other systems that are already in place Will any or all of these have to be changed Have any Sarbanes-Oxley experts certified or endorsed the product/service as Sarbanes-Oxley compliant
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However, although the initial project to achieve Sarbanes-Oxley compliance must have a fixed time frame, organizations must also set up ongoing programs that monitor and take corrective actions to maintain compliance with Sarbanes-Oxley This will have a profound effect on the way an organization coordinates its financial accounting system development with its IT organization
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