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Sarbanes-Oxley & Project Communications
Joe Wynne is a versatile Project Manager experienced in delivering medium-scope projects in large organizations that improve workforce performance and business processes. He has a proven track record of delivering effective, technology-savvy solutions in a variety of industries and a unique combination of strengths in both process management and workforce management.
When future citizens look back to this time in history, it will be called a transition where organizations continued to adapt to Sarbanes-Oxley requirements. Future historians will argue over whether the transition took many months--or many years. If your head happens to have been kept alive in a glass jar, you can testify that it was many, many years.
For most organizations, Sarbanes-Oxley has forced continuing updates to software and procedures, requiring that communications and training be updated as well. As a project manager, you have to make sure your workforce is aligned with the standards of the organization, and be prepared to incorporate the affects of those changes into your project planning and execution.
Not Just a One-Time Change
The continuing changes result from the design of the act itself. It requires that a control process be developed, but allows flexibility for each organization to design its own process to achieve compliance. What we have learned so far is that the initial process changes begat problems that had to be resolved in subsequent updates of software and procedures. Those updates begat other problems, and so on. Years after becoming law, the compliance process has taken on a life of its own.
Communications and training have become more complex. At first, “control specialists”--basically accounting and finance-related workers …
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