Systems Development Life Cycle and IT Audits | | Tommie W. Singleton‚ Ph.D.‚ CISA‚ CMA‚ CPA‚ CITP In systems development‚ the temptation to skip certain prescribed tasks associated with documentation‚ combined with the fastpaced life of IT professionals‚ can create an environment that is not able to properly employ the best practices of systems development. However‚ the employment of best practices has proven over the years to provide returns in both efficiencies and effectiveness. In
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Regulation environment:1. accounting is regulated by private-sector body(FASB)‚ but government underpins the authority of its standards. 2. no legal requirement for the publication of FS3. each state has its own corporate statutes and not rigorously enforced. Reports rendered to local agencies are often unavailable to the public4. only listed companies have compulsory requrirements for FR at the federal level as specified by the SEC. | | | | Regulation environment:1. Dutch accounting presents several interesting
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have been transformed into smaller companies. Transmission and Generation systems are increasingly relying on advanced digital and computational elements for protection and control of their substation and transmission. The Substation Control and Monitoring System (SCMS) is a major part of advanced power system management. Better control and faster performance are achieved by performing local tasks in the substation. This system provides better protection of valuable substation equipment. The SCMS accommodate
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OF MANAGEMENT ACCOUNTING IN ORGANIZATIONAL CONTROL SYSTEMS: PRELIMINARY EVIDENCE OF AN ORGANIC APPROACH Associate Professor Chris Durden School of Business James Cook University PO Box 6811 Cairns‚ Qld 4870 Australia Phone: +7 4042 1015 Fax: +7 4042 1474 chris.durden@jcu.edu.au Professor Hector Perera Department of Accounting and Finance Division of Economic and Financial Studies Macquarie University‚ Sydney Australia hperera@efs.mq.edu.au THE ROLE OF MANAGEMENT ACCOUNTING IN ORGANIZATIONAL
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Marketing management‚ summary chapter 1 (Marketing: creating and capturing customer value) What is marketing Marketing is managing profitable customer relationships. Marketing defined Marketing must be understood in the sense of satisfying customer needs. Marketing = the process by which companies create value for customers and build strong customer relationships in order to capture value from customers in return. Simple model of the marketing process: Create value for customers
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Ph.D.‚ CPA Professor‚ Accounting & Information Systems Program‚ School of Management University of Alaska Fairbanks 225E Bunnell Hall‚ PO Box 756080‚ Fairbanks‚ AK 99775-6080 Office: 907 474-5872; FAX: 907 474-5767; Cell: 907 978-2094 Email – mldavis@alaska.edu TEACHING INTERESTS‚ RESEARCH INTERESTS Primary teaching interests – graduate or undergraduate – focus on financial‚ intermediate‚ advanced‚ financial statement analysis and accounting theory Research concentrates
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Harrington Case Annabel Mckenzie 21220899 Sue Davidson 2pm Monday Target Customers: The Vigor division was introduced to the Harrington Collection in 1984. At the time‚ its target audience was younger‚ fashion conscious customers that wanted professional and stylish attire for the workplace. This new division was synonymous with Harrington Collection’s preeminent brand name and values‚ although it was less traditional and its specific target consumer was considered to be a ‘trend setter’
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Costs and Revenues What is cost? If you go to a store and like an item and you want to buy it‚ which of the following questions would you ask: What’s the price of …..? 0R How much does …. cost? Examples of costs – set-up Examples of costs - running Fixed Costs 5000 What happened to the fixed costs if for some reason the company had technical problems and was unable to produce for 2 weeks? What happens if the landlord decided to raise the rent due to high property prices
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AND STRATEGIES CORE VALUES AND CODES OF CONDUCT MEASUREMENTS & EVALUATIONS FEEDBACK AND LEARNING ANALYSIS BELIEFS AND BOUNDARY SYSTEMS DIAGNOSTIC CONTROL SYSTEMS INTERACTIVE CONTROL SYSTEMS INFORMATION FLOWS CONCLUSION REFERENCES 1 2 2 3 3 5 6 7 7 8 9 9 11 Introduction Is it possible for an organization
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CHAPTER TWO: LITERATURE REVIEW 1.9 Introduction 2.0 Objectives of an internal control system 2.1 Identify customizable components 2.2 To identify factors that promotes the effective implementation of internal control system. 2.3 Challenges associated with internal control systems. 2.4 Limitations of internal controls 2.5 To identify the top rated types of internal controls. CHAPTER TWO
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