{"product_id":"it-best-practices-for-financial-managers-isbn-9780470508282","title":"IT Best Practices for Financial Managers","description":"\u003cb\u003ePraise for IT Best Practices\u003c\/b\u003e  \u003cp\u003e\"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.\" —\u003cb\u003eSteve Bragg, CFO, XeDAR Corporation, and author of Accounting Best Practices\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\"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.\"—\u003cb\u003eValerie Borthwick, former senior vice president, Oracle Consulting\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\"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.\"—\u003cb\u003eJo Marie Dancik, Regional Managing Partner (Retired), Ernst \u0026amp; Young\u003c\/b\u003e\u003c\/p\u003e  \u003cb\u003ePreface.\u003c\/b\u003e  \u003cp\u003e\u003cb\u003eAcknowledgments.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eAbout the Contributors.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePART I THE BASICS.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 1 The Information Technology Planning Process.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eFinance and Information Systems.\u003c\/p\u003e \u003cp\u003eInformation Technology Planning Process.\u003c\/p\u003e \u003cp\u003eThe Role of Finance in the Systems Planning Process.\u003c\/p\u003e \u003cp\u003eConclusion.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 2 ERP Software Selection.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eProject Preparation, Scope Definition and Approach.\u003c\/p\u003e \u003cp\u003eVendor Candidate Identification and Short Listing.\u003c\/p\u003e \u003cp\u003eRequest for Information\/Request for Proposal Analysis, Vendor Demonstrations, and References.\u003c\/p\u003e \u003cp\u003ePreliminary Vendor Recommendation and Negotiations.\u003c\/p\u003e \u003cp\u003eFinal Vendor Decision and Procurement.\u003c\/p\u003e \u003cp\u003eConclusion.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 3 The Software Implementation Process.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eKey Implementation Concepts.\u003c\/p\u003e \u003cp\u003eThe Implementation Phases in Detail.\u003c\/p\u003e \u003cp\u003eCommon Risks and Mitigation Strategies.\u003c\/p\u003e \u003cp\u003eAreas that Require Special Attention from the CFO.\u003c\/p\u003e \u003cp\u003eConclusion.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 4 Critical Success Factors for IT Implementations.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eProvide Effective Sponsorship.\u003c\/p\u003e \u003cp\u003eSelect a Dedicated and Experienced Project Team.\u003c\/p\u003e \u003cp\u003eEstablish Project Infrastructure.\u003c\/p\u003e \u003cp\u003eUtilize a Well-Established Approach.\u003c\/p\u003e \u003cp\u003eAddress People Issues.\u003c\/p\u003e \u003cp\u003eCommunicate.\u003c\/p\u003e \u003cp\u003eManage Scope.\u003c\/p\u003e \u003cp\u003eEstablish a Supportive Culture.\u003c\/p\u003e \u003cp\u003eConduct Periodic Quality Assurance Reviews.\u003c\/p\u003e \u003cp\u003eProvide a Stable Technical Environment.\u003c\/p\u003e \u003cp\u003eConclusion.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 5 Steering Clear of a “Crisis in Confidence” and Other People Pitfalls.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003ePhase 1: Before the Project.\u003c\/p\u003e \u003cp\u003ePhase 2: During the Project.\u003c\/p\u003e \u003cp\u003ePhase 3: After the Project.\u003c\/p\u003e \u003cp\u003eConclusion.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 6 Objectives and Scope of Implementing Automated Financial Systems.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eObjectives.\u003c\/p\u003e \u003cp\u003eCore (First-Tier) Applications.\u003c\/p\u003e \u003cp\u003eSecond-Tier Applications.\u003c\/p\u003e \u003cp\u003eTier Two Applications.\u003c\/p\u003e \u003cp\u003eThird-Tier Applications and Beyond.\u003c\/p\u003e \u003cp\u003eConclusion.\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePART II IT HOT TOPICS.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 7 Shared Services and Financial Systems.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCreating Value through Financial Systems-Enabled Shared Services.\u003c\/p\u003e \u003cp\u003eFinancial Systems as a Foundation for Shared Services Benefits Realization.\u003c\/p\u003e \u003cp\u003eSSC and Financial Systems Implementation Considerations.\u003c\/p\u003e \u003cp\u003eFinancial Executive’s Role in Shared Services Implementations.\u003c\/p\u003e \u003cp\u003eConclusion.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 8 Globalization Trends in Offshore Information Technology.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eHow Is Global IT Different from Offshore IT?\u003c\/p\u003e \u003cp\u003eHow Globalization of Business Has Influenced Global IT.\u003c\/p\u003e \u003cp\u003eHow Pervasive IT Influenced Global IT.\u003c\/p\u003e \u003cp\u003eHow Global IT Continues to Drive Changes in Globalized Business.\u003c\/p\u003e \u003cp\u003eConclusion.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 9 Security, Controls, and Privacy.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eImpact of Sarbanes-Oxley on Financial System Implementations.\u003c\/p\u003e \u003cp\u003eFinancial Executive’s Role in the Security, Controls, and Privacy Area.\u003c\/p\u003e \u003cp\u003eSecurity, Control, and Privacy Safeguard Design.\u003c\/p\u003e \u003cp\u003eControls Automation.\u003c\/p\u003e \u003cp\u003eWays to Test Controls.\u003c\/p\u003e \u003cp\u003eConclusion.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 10 What Is IFRS and Why Is It Relevant to the CFO Now?\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eHistory and Specifics of IFRS.\u003c\/p\u003e \u003cp\u003eSome Key Differences between IFRS and U.S. GAAP.\u003c\/p\u003e \u003cp\u003ePotential Benefits of Reporting under IFRS.\u003c\/p\u003e \u003cp\u003ePotential “Costs” or Cons of Reporting under IFRS.\u003c\/p\u003e \u003cp\u003eThe Decision to Move to IFRS.\u003c\/p\u003e \u003cp\u003eIFRS Conversion Project Approach.\u003c\/p\u003e \u003cp\u003eConclusion.\u003c\/p\u003e \u003cp\u003eNotes.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 11 The Phenomenon of Software as a Service.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBackground: What Is SaaS?\u003c\/p\u003e \u003cp\u003eThe Value Proposition of SaaS.\u003c\/p\u003e \u003cp\u003eMaking the Right Decision: Is SaaS Right for Me?\u003c\/p\u003e \u003cp\u003eImplications to IT Organizations.\u003c\/p\u003e \u003cp\u003eConclusion.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 12 Investing in Product Information Management.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eOverview.\u003c\/p\u003e \u003cp\u003ePIM Adaptation Catalysts.\u003c\/p\u003e \u003cp\u003ePIM Implementation Considerations.\u003c\/p\u003e \u003cp\u003ePIM Return on Investment.\u003c\/p\u003e \u003cp\u003eConclusion.\u003c\/p\u003e \u003cp\u003eNote.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 13 E-Commerce.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eE-Commerce Defined.\u003c\/p\u003e \u003cp\u003eE-Commerce Today.\u003c\/p\u003e \u003cp\u003eIncreasing Shareholder Value.\u003c\/p\u003e \u003cp\u003eJustifying the Investment.\u003c\/p\u003e \u003cp\u003eImplementing Financial Controls for E-Commerce.\u003c\/p\u003e \u003cp\u003eConclusion.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 14 ERP: An Evolving Process.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eGetting Started.\u003c\/p\u003e \u003cp\u003eYou Have Identified the Problem, Now You Need to Define the Solution.\u003c\/p\u003e \u003cp\u003eConclusion.\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePART III MERGERS, ACQUISITIONS, DIVESTITURES, AND IT.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 15 Key IT-Related Questions Every Financial Executive Should Consider during a Merger, Acquisition, or Divestiture.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBefore a Transaction Is Identified.\u003c\/p\u003e \u003cp\u003eAfter a Transaction Is Identified.\u003c\/p\u003e \u003cp\u003eConclusion.\u003c\/p\u003e \u003cp\u003eNotes.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 16 The Importance of IT Due Diligence during a Merger or Acquisition.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhy Bother With IT Due Diligence?\u003c\/p\u003e \u003cp\u003eRole of the Chief Information Officer.\u003c\/p\u003e \u003cp\u003eLooking Under the Hood: Your IT Due Diligence Checklist.\u003c\/p\u003e \u003cp\u003eHow to Get the Data?\u003c\/p\u003e \u003cp\u003eBeyond Cost Reduction: Identifying IT Synergies.\u003c\/p\u003e \u003cp\u003eAccelerating Merger Integration Planning through Due Diligence.\u003c\/p\u003e \u003cp\u003eDue Diligence after the Close.\u003c\/p\u003e \u003cp\u003eConclusion.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 17 Ways to Enhance IT-Related Synergy Capture during a Merger, Acquisition, or Divestiture.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eSources of IT Synergies.\u003c\/p\u003e \u003cp\u003eBenchmarks to Establish IT Synergy Targets.\u003c\/p\u003e \u003cp\u003eBegin Early and Build Momentum.\u003c\/p\u003e \u003cp\u003eConclusion.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 18 Ways to Reduce IT-Related Costs during a Merger, Acquisition, or Divestiture.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eApproach.\u003c\/p\u003e \u003cp\u003eCost Reduction during Merger or Acquisition.\u003c\/p\u003e \u003cp\u003eCost Reduction during Divesture.\u003c\/p\u003e \u003cp\u003eConclusion.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 19 Effective Approaches for Managing IT during a Merger, Acquisition, or Divestiture.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eNew Terminology.\u003c\/p\u003e \u003cp\u003eFaster Pace.\u003c\/p\u003e \u003cp\u003eNew Challenges for IT.\u003c\/p\u003e \u003cp\u003eConclusion.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 20 Ways to Use Mergers, Acquisitions, or Divestitures to Build Sustainable Information Technology Value.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDivestitures to Build Sustainable Information Technology Value.\u003c\/p\u003e \u003cp\u003eConclusion\u003cb\u003e.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 21 Time-Tested Approaches to Maintaining Data Integrity during a Merger, Acquisition, or Divestiture.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003ePotential Impacts of Poor-Quality Data.\u003c\/p\u003e \u003cp\u003eTime-Tested Approaches to Help Maintain the Integrity of the Data.\u003c\/p\u003e \u003cp\u003eConclusion.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eGlossary.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eAbout the Author.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eIndex.\u003c\/b\u003e\u003c\/p\u003e \u003cb\u003eJANICE ROEHL-ANDERSON\u003c\/b\u003e is the Principal in Charge of Deloitte's Enterprise Applications practice in the Northern Pacific Region. As such, she is responsible for facilitating the delivery of all ERP-related services. Jan has managed the implementation of numerous enterprise resource planning, customer relationship man-agement, and human resource management software packages, including ones from Oracle, PeopleSoft, SAP, and Siebel. She has over twenty years of global systems-related experience in a variety of sectors including consumer business, media and entertainment, communications, high-tech manufacturing, state and local government, and financial institutions. She has coauthored over ten books for John Wiley \u0026amp; Sons and has successfully completed the CPA Exam.  With the tremendous amount of change in the systems world over the last several years, it is incredibly challenging to stay abreast of the latest system trends and best practices for finance. A comprehensive guide CFOs and controllers will rely on to radically improve organizational productivity, increase revenue, and decrease spending, \u003ci\u003eIT Best Practices for Financial Managers\u003c\/i\u003e defines clear action plans for the specific phases of IT implementation, including scoping, planning, designing, building, testing, and deploying, and looks at the roles and responsibilities of the CFO to enhance security, controls, and privacy.  \u003cp\u003eThorough and thoughtful, \u003ci\u003eIT Best Practices for Financial Managers\u003c\/i\u003e highlights one of the most important aspects of the CFO's job—ensuring that financially related systems are implemented on time and on budget, with secure and reliable systems.\u003c\/p\u003e \u003cp\u003eIts practical coverage offers timely discussion of:\u003c\/p\u003e \u003cul\u003e \u003cli\u003e \u003cp\u003eIFRS and its relevance to the CFO\u003c\/p\u003e \u003c\/li\u003e \u003cli\u003e \u003cp\u003eThe IT technology planning process\u003c\/p\u003e \u003c\/li\u003e \u003cli\u003e \u003cp\u003eERP software selection\u003c\/p\u003e \u003c\/li\u003e \u003cli\u003e \u003cp\u003eThe software implementation process\u003c\/p\u003e \u003c\/li\u003e \u003cli\u003e \u003cp\u003eCritical success factors for IT implementations\u003c\/p\u003e \u003c\/li\u003e \u003cli\u003e \u003cp\u003eSteering clear of \"people pitfalls\"\u003c\/p\u003e \u003c\/li\u003e \u003cli\u003e \u003cp\u003eShared services and financial systems\u003c\/p\u003e \u003c\/li\u003e \u003cli\u003e \u003cp\u003eGlobalization trends in offshore IT\u003c\/p\u003e \u003c\/li\u003e \u003cli\u003e \u003cp\u003eThe impact of Sarbanes-Oxley on financial systems implementations\u003c\/p\u003e \u003c\/li\u003e \u003cli\u003e \u003cp\u003eThe phenomenon of software as a service\u003c\/p\u003e \u003c\/li\u003e \u003cli\u003e \u003cp\u003eeCommerce\u003c\/p\u003e \u003c\/li\u003e \u003cli\u003e \u003cp\u003eMergers, acquisitions, divestitures, and IT\u003c\/p\u003e \u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003eThe only constant about information technology is it is constantly changing. \u003ci\u003eIT Best Practices for Financial Managers\u003c\/i\u003e focuses on providing financial executives with an understanding of some of the most important system-related areas that can impact the finance function. Filled with best practices for selecting, implementing, and maintaining systems, this jargon-free, insightful guide helps financial executives in every field to add value to their organizations via the IT function.\u003c\/p\u003e  \u003cb\u003ePraise for IT Best Practices\u003c\/b\u003e  \u003cp\u003e\"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.\" —\u003cb\u003eSteve Bragg, CFO, XeDAR Corporation, and author of Accounting Best Practices\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\"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.\"—\u003cb\u003eValerie Borthwick, former senior vice president, Oracle Consulting\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\"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.\"—\u003cb\u003eJo Marie Dancik, Regional Managing Partner (Retired), Ernst \u0026amp; Young\u003c\/b\u003e\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47989483831525,"sku":"NP9780470508282","price":90.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9780470508282.jpg?v=1761784285","url":"https:\/\/k12savings.com\/products\/it-best-practices-for-financial-managers-isbn-9780470508282","provider":"K12savings","version":"1.0","type":"link"}