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SARBANES-OXLEY IMPLEMENTATION PLAN
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activity level regarding the objectives that the controls are designed to achieve in supporting the organization s internal control over financial reporting and disclosure controls and procedures
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Evaluate Control Design IT must evaluate the ability of its control program to reduce IT risk to an acceptable level It requires that control attributes, including preventive, detective, automated, and manual attributes, be considered when designing an approach to effectively address risks
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ENDNOTES
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1 This section is based on Robert R Moeller, Sarbanes-Oxley and the New Internal Auditing Rules (Hoboken, NJ: John Wiley & Sons, 2004), exhibit 51 2 This section is based on IT Governance Institute, IT Control Objectives for Sarbanes-Oxley, Information Audit and Control Association (ISACA)
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APPENDIX
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ompanies that deal with large projects, such as construction, often differentiate projects from programs by noting that projects have a definite beginning and a definite end, whereas programs have a definite beginning, but no definite end Sarbanes-Oxley compliance is a requirement that companies will have to deal with indefinitely, so it should not be considered a one-time-only project Companies that have gone through the process of ensuring Sarbanes-Oxley compliance now have the choice of making it an annual project, or of setting up their systems, processes, and controls in such a way that they automatically provide continuous and sustained compliance Some of the lessons learned in becoming compliant include the need to work smarter rather than harder, and the opportunity to exploit technology so as to enable better governance, fewer risks, and tighter controls Given the expense of going throughout the company to check for full compliance and just get the job done, most companies recognize the need, and the opportunity, to improve their functional operations so that compliance becomes a natural byproduct of good governance Many companies have already found that by striving for good governance, the cost and pain of compliance with the letter of the law can be transformed into an impetus to promote the spirit of good governance, resulting in a favorable return on investment (ROI) They have found that good governance, adding value to corporate endeavors, and ROI are not mutually exclusive, but can, and should be, complementary These organizations are using initial Sarbanes-Oxley compliance results as a blueprint for an ongoing, proactive process of continuous improvement For the best payoff, compliance should be transformed from a project to an ongoing process 193
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The Sarbanes-Oxley regulations are only the minimum requirements for financial information transparency, accuracy of reporting, and timeliness of actionable information When they set a corporate goal of achieving the corporate objectives efficiently, effectively, and reliably, companies realize that they must strengthen their current processes and systems, and implement needed new ones Achieving Sarbanes-Oxley compliance has enabled companies to identify the processes that should be changed or that should be added By approaching the necessary process improvements in a proactive light, rather than in a regulation-reactive fashion, a company can realize the synergistic benefits of collaborative and integrated approaches
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THE NEED
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These first few years under Sarbanes-Oxley have revealed the need for many, if not most, companies to ensure that controls are built into all systems, rather than being applied periodically by outside functions Many of the areas needing attention share certain characteristics, which can be generalized across several areas of responsibility One such characteristic is change All systems and processes have to be prepared for change, both from external stakeholders (such as regulatory agencies and shareholders) and from internal stakeholders, who receive changes from the various processes either in the input they receive or the output they send to receivers Predicting the next regulatory change is like predicting next week s weather: dubious and highly prone to error For an organization to deal effectively with change, each and every process within the organization must be able and prepared to change The requirements of Sarbanes-Oxley itself drive some of a company s most acute needs to incorporate continuous processes into the compliance effort Several parts of the Act require ongoing actions and thus ongoing reviews of compliance The sections requiring continuous processing include the following
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Section 302 requires that the CEO and the CFO make certain certifications each quarter and annually They must certify that the company s reports contain no untrue statements; that the company s financial position is fairly presented in all material aspects;
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