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Existing Technology
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All the process charts, manuals, and other relevant documentation (such as engineering change management and system upgrade management) are assembled and understood The reengi-
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The Process
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neered business process is mapped to various configurations of the existing technology until a suitable reconfigured technology ecosystem design with minimal gaps is reached The remaining gaps in the new ecosystem and the reengineered business processes are identified to be filled in by new technology
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New Technology
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The precise specifications for the new technology are defined, keeping in view the long-term implications Various vendors and products are identified to fill this new technology need If a commercial, off-the-shelf product is not available, suitable vendors or an in-house team is identified to find or make a suitable project Appropriate data migration and change management are carried out during the changeover from the old business process and ecosystem to the new ecosystem
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People: Training The IT users are trained on the reengineered technology ecosystem IT maintenance teams are retrained and reconfigured, if necessary, and new roles and responsibilities are assigned for various parts of the new ecosystem
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Audit: Post-Implementation Once the technology has been introduced and the people have been trained, the crucial next step is to audit the effectiveness of the changes made
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Strategic
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The SOCKET audit team carries out an audit similar to the one it did during the as-is analysis phase at a strategic level Benchmarking is conducted against various relevant sections of SarbanesOxley Further, specific recommendations made by the audit team in the To Be document are checked for implementation in the new ecosystem The tactical audit supplements this work
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Tactical
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The tactical audit is carried out using the NCR forms and a limited-time incentive scheme that encourages employees to bring to
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SARBANES-OXLEY FOR THE IT PROFESSIONAL
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the notice of the audit team any discrepancies between SarbanesOxley requirements and the reengineered business processes At the end of the incentive period, all the NCRs are reviewed and the results used to supplement the strategic audit The tactical audit NCRs are reviewed, and NCR closing procedures are continued on an ongoing basis throughout the lifetime of the organization Ongoing Monitoring of Process and Technology The whole implementation process is organic; as such, it must change and evolve continuously Therefore, an effective system is required for monitoring and evaluating the process Strategic audits are carried out on a periodic basis; for example, quarterly, semiannually, or annually
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Tactical audits are carried out on an ongoing basis, with short incentive periods in between, to keep employee interest alive Continued monitoring of the processes ensures compliance with SOCKET throughout the lifetime of the organization
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Tactical Continuous Alignment with Business and Governance Goals
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During the periodic strategic audits, questions related to business and IT alignments are also asked After one annual compliance cycle has been completed successfully, more time will be available for the audit team to focus on aligning the ecosystem with the strategic goals of the enterprise
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BEYOND SARBANES-OXLEY: FROM SOCKET TO SUCCESS ECOSYSTEM
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It is expected that the insight gained from the SOCKET implementation, business process reengineering, and ecosystem reconfiguration will help not only in compliance with the Sarbanes-Oxley Act, but also in better corporate governance, more efficient business operations, better alignment of the business and IT goals, and sustained competitive advantage of the enterprise SOCKET provides a road map for a Sarbanes-Oxley compliant architecture that gives the enterprise-user a sustained competitive advantage The SOCKET system is designed to be easy to follow and comprehensive; following it
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The Process
will ensure that the business moves beyond simply complying with Sarbanes-Oxley to capitalizing on the incredible opportunities that will result as a byproduct of compliance
CONCLUSIONS
In summary, the Sarbanes-Oxley Act is intended to ensure good corporate governance The various sections of the Act are, essentially, aimed at mandating the best practices for running large companies Surveys have shown that most CEOs and CFOs have regarded these same practices as ideals for some time, but never had the time or the wherewithal to implement them fully Now is a good time to implement these ideals and to comply with Sarbanes-Oxley at the same time For the CIO, this is an opportunity to use the Sarbanes-Oxley compliance mandate as a springboard to unleash a vision of a more efficient, effective, and expeditious technology-enabled enterprise Exhibit 155 briefly reviews the most important sections of the Act