Privacy audits and the certified public accountant.

Abstract not availabl

The U.S. Treasury Tests a New Payment Mechanism

This case presents a set of technical issues confronting the United States Treasury eCheck Pilot Project team in January 2000. The team, which included representatives from the U.S. Treasury, the Federal Reserve Bank of Boston, Fleet Boston, Bank of America, and several hardware and software vendors, was testing a new Internet-based payment mechanism (eCheck). The system had already been tested for a year and a half with the participation of the two commercial banks (Fleet Boston, Bank of America), but this portion of the pilot was now coming to an end. During the first phase of the project, several key design choices had been made, including the use of smart cards to hold digital certificates, and specification of the information flows among the participants (payer, payee, payer bank, payee bank). Now, the system would need to be modified so that the U.S. Treasury could continue to make eCheck payments to a few defense contractors, with the help of the Federal Reserve Bank of Boston. Two new designs are presented for evaluation

Twelve Tips for Successfully Integrating Enterprise Systems Across the Curriculum

The use of enterprise systems in business curricula is recommended for the purpose of demonstrating both an integrated view of the firm and the use of information technology to support the efficient and effective performance of business processes to achieve organizational objectives. Based on the experience of a core group of faculty at a private business university who integrated SAP into various business courses, the authors provide twelve tips for others who might want to do the same. The tips are presented in three categories: 1) curriculum issues, 2) training and outside support, and 3) student and faculty related issues. As more colleges consider inserting enterprise systems within their business curricula, effective planning and efficient use of time and resources in these areas will help to reduce start-up time and bolster success

Business Process Modeling for Successful Implementation of Interorganizational Systems

Studies show that the physical implementation of an interorganizational business process or system can be a major source of operational problems and reduced business benefits. Better process modeling has been advocated as a solution. Although powerful modeling tools exist, current practice often gives short-shrift to documenting the physical implementation details that can create or exacerbate such problems. In this paper we describe the modeling approach we devised for the interorganizational business processes and systems we observe in our ongoing fieldwork. Our approach involves using allowable extensions to a popular modeling notation (BPMN), although other modeling tools would work equally well. We illustrate the benefit of our approach in the case of the Internet Payment Platform, a pilot project of the United States Department of the Treasury

Accounting information systems.

Australiaxxxi, 682 p.; 28 cm

Accounting information systems.

s.l.xxxi,681 p.; 25 cm

Business processes and information technology/ Gelinas

xii, 543 hal.: ill.; 28 cm

Business processes and information technology/ Gelinas

xii, 543 hal.: ill.; 28 cm

Accounting information systems/ Gelinas

xxxii, 894 hal.: ill.; 24 c

Accounting information systems/ Gelinas

xxxii, 894 hal.: ill.; 24 c