By Janice M. Roehl-Anderson
Praise for IT top Practices
''The paintings of the monetary supervisor revolves round a company's monetary structures. Ms. Roehl-Anderson's most modern delivering addresses the 2 key points of those systems—how to shop for and set up them. The booklet covers each possible point of those structures, together with ERP, software program as a provider, shared prone, and assisting controls. As an advantage, the publication comprises gigantic insurance of knowledge know-how concerns in an acquisition. it is a definitive table reference.'' —Steve Bragg, CFO, XeDAR company, and writer of Accounting top Practices
''Sage recommendation from the most adept undertaking managers within the undefined! Jan and workforce have added a pragmatic, but complete guidebook for software program choice, implementation, rollout, and ongoing updates. This guidebook becomes a priceless reference for each monetary supervisor and IT undertaking supervisor project ERP implementation.''—Valerie Borthwick, former senior vp, Oracle Consulting
''Written by way of the most effective within the IT enterprise, this booklet is a must-read for all CFOs and controllers. in a single quantity, it addresses every thing a monetary government must learn about IT and its impression at the monetary functionality, whereas additionally that includes functional directions, present scorching subject matters, and IT top practices. This e-book covers it all.''—Jo Marie Dancik, local dealing with accomplice (Retired), Ernst & younger
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Extra info for IT Best Practices for Financial Managers
Most companies have system 13 The Basics architecture documents, but these become outdated quickly as new systems come online or acquired companies add their own systems to the environment. In addition, most existing system architecture documents concentrate on enterprise-level systems like ERP systems. They often omit department-level systems and desktop applications and databases. These systems can be troublesome, since they do not necessarily adhere to corporate IT standards and some of them, especially any desktop applications, may lack proper controls, security, or data standards.
Similarly, financial systems in separate divisions or business units may have been implemented differently, leading to inconsistencies in transaction processing and reporting. For example, one large payment-processing company conducted a worldwide ERP implementation with minimal corporate guidelines for data definitions and standards. As a result, it ended up with different and irreconcilable charts of accounts in each business unit, requiring a costly and time-consuming process to map business unit data to another, separate consolidating instance of the general ledger.
Regulations adopted in the shadow of Enron’s collapse, such as SarbanesOxley, require CFOs to exert more control over financial data and to take responsibility for its accuracy. In order to assume that responsibility, which includes personally attesting to the accuracy of publicly reported financial results, CFOs have realized that they cannot simply accept financial data that they do not control. As a result, CFOs generally “own” their companies’ numbers: They have the primary responsibility for the data in financial systems, if not responsibility for the financial systems themselves.