SOX樂事

內(nèi)容概要

　　The Sarbanes-Oxley Act (SOX) was passed in 2002 in response to a series of high-profile corporate scandals and requires that public companies implement internal controls over financial reporting, operations, and assets; these controls depend heavily on installing or improving information technology and business methods 　　Written by one of the most visible personalities on the tech-biz side of the SOX discussion, this highly readable, engaging book provides a clear road map for integrating SOX compliance into the fabric of everyday IT infrastructure and business practice 　　Shows the reader how to leverage and use service-oriented architecture (SOA), a set of technologies that enables interoperation of heterogeneous computer systems, to achieve the level of internal controls over IT that SOX mandates

作者簡(jiǎn)介

Hugh Taylor is Vice President of Marketing at SOA Software, the leading provider of management and security solutions for enterprise service-oriented architecture. He is the co-author, with Eric Pulier, of Understanding Enterprise SOA (Manning, 2005). The author of more than a dozen articles and papers on the subject of web services and service-oriented architecture, Taylor is an authority on business process management, SOA, and compliance issues. Taylor received his B.A. degree, Magna Cum Laude from Harvard College in 1988 and his M.B.A. degree from Harvard Business School in 1992. He lives in Los Angeles.

書籍目錄

AcknowledgementsIntroductionPart 1: The SOX Paradox　Chapter 1: The Trouble with DexCo　　The Curse of the Adequate Performer　　A Functioning Mess　　Financials　　Hidden Time Bombs　　Summary　Chapter 2: Agility: The Do or Die Mandate　　New Blood, New Operating Environment　　Moving Targets　　　Partnerships　　　Rapid Market Cycles　　　Technology Shifts　　　M&A　　　Retail Consolidation　　　Regulatory Shift　　　Betting the Company　　　Outsourcing　　Agility for DexCo　　The Wilde Plan　　Summary　Chapter 3: Ramifications of SOX 404　　SOX 404—Definition and Context　　SOX 404 and the Audit Process　　COSO at DexCo　　Control Objectives　　　Control Components　　　Control Environment　　　　Risk Assessment　　　　Control Procedures　　　　Information and Communication　　　　Monitoring　　Why Linda Is Freaking Out　　Summary　Chapter 4: Between SOX and a Hard-Coded Place　　Internal Controls and Business Processes　　Internal Controls and Information Technology　　　Control Points　　　Interdependent Controls　　The FAST Track to a Control Breakdown　　　Broken Control Points　　Summary　Chapter 5: Commit to COBIT? 　　This Is a High Stakes Game　　Strong Medicine: COBIT　　　COBIT: Where IT Enables Controls　　　Components of COBIT　　COBIT and Sarbanes Oxley　　　COBIT in Depth: The DS 11 Process　　　Control Statements　　　　Key Goal Indicators　　　　Key Performance Indicators　　　　Critical Success Factors　　　　Maturity Models 　　 Implications of DS 11’s Maturity Scale　　Summary　Chapter 6: COBIT for Mere Mortals　　The 80/20 Heat Map　　COBIT Implementation　　　Finding the Hot Areas for COBIT　　　Deep Dive—Maturity of COBIT in a Hot Area　　　Deeper Dive—COBIT Issues for a Specific Function　　　Deep Dive—Circle Back to COSO　　COBIT and People　　Paying the Tab for COBIT　　DexCo’s Next Steps on COBIT　　Summary　……Part II: Thinking Outside the SOXPart III: Actually Doing It—For RealAppendix A: GlossaryAppendix B: ResourcesBibliographyReports and White PapersIndex

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