Essential Project Investment Governance and Reporting
Preventing Project Fraud and Ensuring Sarbanes-Oxley Compliance
Published on 1. January 2005
289 pages
978-1-60427-617-6 (ISBN)
Description
Official reference material for the Portfolio Management Professional (PfMP) Credential Examination!Many businesses are not properly considering the risks inherent in reporting project investments in compliance with the Sarbanes-Oxley federal law. This represents a very real threat to these organizations, their senior executives and project managers. This book introduces proactive best processes for ensuring proper financial reporting of project investments and techniques for preventing, detecting, and managing the risks of fraud in projects. The authors provide a roadmap for implementing a project fraud policy that will ensure corporate governance compliance with Sarbanes-Oxley.
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Steven Rollins | Richard Lanza
Essential Project Investment Governance and Reporting
Preventing Project Fraud and Ensuring Sarbanes-Oxley Compliance
Book
01/2005
J Ross Publishing
€86.96
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Person
Steven C. Rollins, MBA, PMP, PMOP, is President, CEO and Founder of the ALLPMO Network serving 18 worldwide PMO niche-specific web sites free to the public at www.PMOUSA.com. Steve is a best-selling author and well known national subject matter expert in Enterprise Project Management implementations and improvements. Steve's background includes extensive experience in industries such as Financial Services, Government, Healthcare, Human Resources, Information Technology, Insurance and Telecommunications. Steve has been a featured key-note speaker at many project management events speaking to "Growing the Business, The Value Proposition of Project Managers" at PMI Chapters and Businesses across the USA, Canada, Europe and Asia. Additionally, Steve is currently the PMI Metrics Specific Interest Group Chair and the Executive Chair of the Mid-America PMO Regional Group that operates as a chapter to the PMI PMO SIG with a membership of more than 700 people serving seven states in the midwest.
Content
- Cover Page
- Table of Contents
- Preface
- About the Authors
- Chapter 1 - The New World of Corporate Governance
- Chapter 2 - Enabling Compliance with Sarbanes-Oxley
- Chapter 3 - Project Failure (and Possible Fraud) Case Study
- Chapter 4 - Project Fraud Defined and Its Many Faces
- Chapter 5 - Impacts and Motives of Project Failures and Fraud
- Chapter 6 - Impairment of Assets
- Chapter 7 - Understanding Internal Control and Using It as a Model for Reviews
- Chapter 8 - Project Fraud and Statement of Auditing Standard 99
- Chapter 9 - Assessing the Organizational and Project Control Environment
- Chapter 10 - Complete Project Fraud Risk Assessment
- Chapter 11 - General Responses to Key Project Error and Fraud Risks
- Chapter 12 - Specific Responses to Key Project Fraud Risks
- Chapter 13 - Utilizing the Audit Function/Program Management Office
- Chapter 14 - Defining the PMO/Internal Audit Value Proposition
- Chapter 15 - Utilizing a PMO Data Store
- Chapter 16 - Implementing Project Management Policies Through the PMO
- Chapter 17 - Creating a Safety Net for the Project Teams
- Chapter 18 - Connecting Project Investments with Corporate Objectives
- Chapter 19 - Defining Where to Start
- Chapter 20 - Searching for Project Fraud within the Project Investment
- Chapter 21 - Essential Project Reporting Processes
- Chapter 22 - Training the Organization
- Chapter 23 - Using Enterprise Project Management Tools for Project Fraud Detection
- Chapter 24 - The Executive Proposal for Sarbanes-Oxley Section 404 Compliance
- Chapter 25 - PMO Roadmap for Implementing Sarbanes-Oxley in Project Delivery
- Chapter 26 - Summary
- Appendix 1: List of Sarbanes-Oxley Act Sections
- Appendix 2: Capitalization Decision Tree Software Development Projects
- Appendix 3: Project Fraud Management Policy Template
- Index
