Book description
Praise for IT Best Practices
"The work of the financial manager revolves around a company's financial systems. Ms. Roehl-Anderson's latest offering addresses the two key aspects of these systems—how to buy and install them. The book covers every conceivable aspect of these systems, including ERP, software as a service, shared services, and supporting controls. As a bonus, the book contains substantial coverage of information technology considerations in an acquisition. This is a definitive desk reference." —Steve Bragg, CFO, XeDAR Corporation, and author of Accounting Best Practices
"Sage advice from one of the most adept project managers in the industry! Jan and team have delivered a practical, yet comprehensive guidebook for software selection, implementation, rollout, and ongoing updates. This guidebook will become a valuable reference for every financial manager and IT project manager undertaking ERP implementation."—Valerie Borthwick, former senior vice president, Oracle Consulting
"Written by one of the best in the IT business, this book is a must-read for all CFOs and controllers. In one volume, it addresses everything a financial executive needs to know about IT and its impact on the financial function, while also featuring practical guidelines, current hot topics, and IT best practices. This book covers it all."—Jo Marie Dancik, Regional Managing Partner (Retired), Ernst & Young
Table of contents
- Copyright
- Preface
- Acknowledgments
- About the Contributors
-
I. The Basics
- 1. The Information Technology Planning Process
-
2. ERP Software Selection
- 2.1. Project Preparation, Scope Definition, and Approach
- 2.2. Vendor Candidate Identification and Short-Listing
- 2.3. Request for Information/Request for Proposal Analysis, Vendor Demonstrations, and References
- 2.4. Preliminary Vendor Recommendation and Negotiations
- 2.5. Final Vendor Decision and Procurement
- 2.6. Conclusion
- 3. The Software Implementation Process
-
4. Critical Success Factors for IT Implementations
- 4.1. Provide Effective Sponsorship
- 4.2. Select a Dedicated and Experienced Project Team
- 4.3. Establish Project Infrastructure
- 4.4. Utilize a Well-Established Approach
- 4.5. Address People Issues
- 4.6. Communicate
- 4.7. Manage Scope
- 4.8. Establish a Supportive Culture
- 4.9. Conduct Periodic Quality Assurance Reviews
- 4.10. Provide a Stable Technical Environment
- 4.11. Conclusion
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5. Steering Clear of a "Crisis in Confidence" and Other People Pitfalls
- 5.1. Phase 1: Before the Project
- 5.2. Phase 2: During the Project
- 5.3. Phase 3: After the Project
- 5.4. Conclusion
-
6. Objectives and Scope of Implementing Automated Financial Systems
- 6.1. Objectives
- 6.2. Core (First-Tier) Applications
- 6.3. Second-Tier Applications
- 6.4. Third-Tier Applications and Beyond
- 6.5. Conclusion
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II. IT Hot Topics
- 7. Shared Services and Financial Systems
- 8. Globalization Trends in Offshore Information Technology
- 9. Security, Controls, and Privacy
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10. What Is IFRS and Why Is It Relevant to the CFO Now?
- 10.1. History and Specifics of IFRS
- 10.2. Some Key Differences between IFRS and U.S. GAAP
- 10.3. Potential Benefits of Reporting under IFRS
- 10.4. Potential Costs or Cons of Reporting under IFRS
- 10.5. The Decision to Move to IFRS
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10.6. IFRS Conversion Project Approach
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10.6.1. Phase 1: Assessment
- 10.6.1.1. ASSESS TECHNICAL ACCOUNTING IMPACTS
- 10.6.1.2. ASSESS TAX IMPACTS
- 10.6.1.3. ASSESS SUPPORTING PROCESSES, SYSTEMS, AND INFRASTRUCTURE
- 10.6.1.4. ASSESS ORGANIZATIONAL CHANGE IMPACTS
- 10.6.1.5. DEVELOP IFRS ROADMAP
- 10.6.1.6. DESIGN IFRS FUTURE-STATE ENVIRONMENT
- 10.6.1.7. DEVELOP CHANGE MANAGEMENT PROGRAM
- 10.6.2. Phase 2: Conversion
- 10.6.3. Phase 3: Sustain
-
10.6.1. Phase 1: Assessment
- 10.7. Conclusion
- 10.8. Notes
- 11. The Phenomenon of Software as a Service
- 12. Investing in Product Information Management
- 13. E-Commerce
- 14. ERP: An Evolving Process
-
III. Mergers, Acquisitions, Divestitures, and IT
- 15. Key IT-Related Questions Every Financial Executive Should Consider during a Merger, Acquisition, or Divestiture
-
16. The Importance of IT Due Diligence during a Merger or Acquisition
- 16.1. Why Bother with IT Due Diligence?
- 16.2. Role of the Chief Information Officer
- 16.3. Looking under the Hood: Your IT Due Diligence Checklist
- 16.4. How to Get the Data
- 16.5. Beyond Cost Reduction: Identifying IT Synergies
- 16.6. Accelerating Merger Integration Planning through Due Diligence
- 16.7. Due Diligence after the Close
- 16.8. Conclusion
- 17. Ways to Enhance IT-Related Synergy Capture during a Merger, Acquisition, or Divestiture
-
18. Ways to Reduce IT-Related Costs during a Merger, Acquisition, or Divestiture
- 18.1. Approach
- 18.2. Cost Reduction during Merger or Acquisition
- 18.3. Cost Reduction during Divesture
- 18.4. Conclusion
- 19. Effective Approaches for Managing IT during a Merger, Acquisition, or Divestiture
- 20. Ways to Use Mergers, Acquisitions, or Divestitures toBuild Sustainable Information Technology Value
- 21. Time-Tested Approaches to Maintaining Data Integrity during a Merger, Acquisition, or Divestiture
- Glossary
- About the Author
Product information
- Title: IT Best Practices for Financial Managers
- Author(s):
- Release date: February 2010
- Publisher(s): Wiley
- ISBN: 9780470508282
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