Janice M. Roehl-Anderson
IT Best Practices for Financial Managers (eBook, ePUB)
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Janice M. Roehl-Anderson
IT Best Practices for Financial Managers (eBook, ePUB)
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Praise for IT Best Practices "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." --Steve Bragg, CFO, XeDAR Corporation, and author of Accounting Best Practices "Sage…mehr
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Praise for IT Best Practices "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." --Steve Bragg, CFO, XeDAR Corporation, and author of Accounting Best Practices "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."--Valerie Borthwick, former senior vice president, Oracle Consulting "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."--Jo Marie Dancik, Regional Managing Partner (Retired), Ernst & Young
Produktdetails
- Produktdetails
- Verlag: John Wiley & Sons
- Seitenzahl: 352
- Erscheinungstermin: 11. Januar 2010
- Englisch
- ISBN-13: 9780470585078
- Artikelnr.: 37297509
- Verlag: John Wiley & Sons
- Seitenzahl: 352
- Erscheinungstermin: 11. Januar 2010
- Englisch
- ISBN-13: 9780470585078
- Artikelnr.: 37297509
JANICE ROEHL-ANDERSON 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 & Sons and has successfully completed the CPA Exam.
Preface. Acknowledgments. About the Contributors. PART I THE BASICS.
CHAPTER 1 The Information Technology Planning Process. Finance and
Information Systems. Information Technology Planning Process. The Role of
Finance in the Systems Planning Process. Conclusion. CHAPTER 2 ERP Software
Selection. Project Preparation, Scope Definition and Approach. Vendor
Candidate Identification and Short Listing. Request for Information/Request
for Proposal Analysis, Vendor Demonstrations, and References. Preliminary
Vendor Recommendation and Negotiations. Final Vendor Decision and
Procurement. Conclusion. CHAPTER 3 The Software Implementation Process. Key
Implementation Concepts. The Implementation Phases in Detail. Common Risks
and Mitigation Strategies. Areas that Require Special Attention from the
CFO. Conclusion. CHAPTER 4 Critical Success Factors for IT Implementations.
Provide Effective Sponsorship. Select a Dedicated and Experienced Project
Team. Establish Project Infrastructure. Utilize a Well-Established
Approach. Address People Issues. Communicate. Manage Scope. Establish a
Supportive Culture. Conduct Periodic Quality Assurance Reviews. Provide a
Stable Technical Environment. Conclusion. CHAPTER 5 Steering Clear of a
"Crisis in Confidence" and Other People Pitfalls. Phase 1: Before the
Project. Phase 2: During the Project. Phase 3: After the Project.
Conclusion. CHAPTER 6 Objectives and Scope of Implementing Automated
Financial Systems. Objectives. Core (First-Tier) Applications. Second-Tier
Applications. Tier Two Applications. Third-Tier Applications and Beyond.
Conclusion. PART II IT HOT TOPICS. CHAPTER 7 Shared Services and Financial
Systems. Creating Value through Financial Systems-Enabled Shared Services.
Financial Systems as a Foundation for Shared Services Benefits Realization.
SSC and Financial Systems Implementation Considerations. Financial
Executive's Role in Shared Services Implementations. Conclusion. CHAPTER 8
Globalization Trends in Offshore Information Technology. How Is Global IT
Different from Offshore IT? How Globalization of Business Has Influenced
Global IT. How Pervasive IT Influenced Global IT. How Global IT Continues
to Drive Changes in Globalized Business. Conclusion. CHAPTER 9 Security,
Controls, and Privacy. Impact of Sarbanes-Oxley on Financial System
Implementations. Financial Executive's Role in the Security, Controls, and
Privacy Area. Security, Control, and Privacy Safeguard Design. Controls
Automation. Ways to Test Controls. Conclusion. CHAPTER 10 What Is IFRS and
Why Is It Relevant to the CFO Now? History and Specifics of IFRS. Some Key
Differences between IFRS and U.S. GAAP. Potential Benefits of Reporting
under IFRS. Potential "Costs" or Cons of Reporting under IFRS. The Decision
to Move to IFRS. IFRS Conversion Project Approach. Conclusion. Notes.
CHAPTER 11 The Phenomenon of Software as a Service. Background: What Is
SaaS? The Value Proposition of SaaS. Making the Right Decision: Is SaaS
Right for Me? Implications to IT Organizations. Conclusion. CHAPTER 12
Investing in Product Information Management. Overview. PIM Adaptation
Catalysts. PIM Implementation Considerations. PIM Return on Investment.
Conclusion. Note. CHAPTER 13 E-Commerce. E-Commerce Defined. E-Commerce
Today. Increasing Shareholder Value. Justifying the Investment.
Implementing Financial Controls for E-Commerce. Conclusion. CHAPTER 14 ERP:
An Evolving Process. Getting Started. You Have Identified the Problem, Now
You Need to Define the Solution. Conclusion. PART III MERGERS,
ACQUISITIONS, DIVESTITURES, AND IT. CHAPTER 15 Key IT-Related Questions
Every Financial Executive Should Consider during a Merger, Acquisition, or
Divestiture. Before a Transaction Is Identified. After a Transaction Is
Identified. Conclusion. Notes. CHAPTER 16 The Importance of IT Due
Diligence during a Merger or Acquisition. Why Bother With IT Due Diligence?
Role of the Chief Information Officer. Looking Under the Hood: Your IT Due
Diligence Checklist. How to Get the Data? Beyond Cost Reduction:
Identifying IT Synergies. Accelerating Merger Integration Planning through
Due Diligence. Due Diligence after the Close. Conclusion. CHAPTER 17 Ways
to Enhance IT-Related Synergy Capture during a Merger, Acquisition, or
Divestiture. Sources of IT Synergies. Benchmarks to Establish IT Synergy
Targets. Begin Early and Build Momentum. Conclusion. CHAPTER 18 Ways to
Reduce IT-Related Costs during a Merger, Acquisition, or Divestiture.
Approach. Cost Reduction during Merger or Acquisition. Cost Reduction
during Divesture. Conclusion. CHAPTER 19 Effective Approaches for Managing
IT during a Merger, Acquisition, or Divestiture. New Terminology. Faster
Pace. New Challenges for IT. Conclusion. CHAPTER 20 Ways to Use Mergers,
Acquisitions, or Divestitures to Build Sustainable Information Technology
Value. Divestitures to Build Sustainable Information Technology Value.
Conclusion. CHAPTER 21 Time-Tested Approaches to Maintaining Data Integrity
during a Merger, Acquisition, or Divestiture. Potential Impacts of
Poor-Quality Data. Time-Tested Approaches to Help Maintain the Integrity of
the Data. Conclusion. Glossary. About the Author. Index.
CHAPTER 1 The Information Technology Planning Process. Finance and
Information Systems. Information Technology Planning Process. The Role of
Finance in the Systems Planning Process. Conclusion. CHAPTER 2 ERP Software
Selection. Project Preparation, Scope Definition and Approach. Vendor
Candidate Identification and Short Listing. Request for Information/Request
for Proposal Analysis, Vendor Demonstrations, and References. Preliminary
Vendor Recommendation and Negotiations. Final Vendor Decision and
Procurement. Conclusion. CHAPTER 3 The Software Implementation Process. Key
Implementation Concepts. The Implementation Phases in Detail. Common Risks
and Mitigation Strategies. Areas that Require Special Attention from the
CFO. Conclusion. CHAPTER 4 Critical Success Factors for IT Implementations.
Provide Effective Sponsorship. Select a Dedicated and Experienced Project
Team. Establish Project Infrastructure. Utilize a Well-Established
Approach. Address People Issues. Communicate. Manage Scope. Establish a
Supportive Culture. Conduct Periodic Quality Assurance Reviews. Provide a
Stable Technical Environment. Conclusion. CHAPTER 5 Steering Clear of a
"Crisis in Confidence" and Other People Pitfalls. Phase 1: Before the
Project. Phase 2: During the Project. Phase 3: After the Project.
Conclusion. CHAPTER 6 Objectives and Scope of Implementing Automated
Financial Systems. Objectives. Core (First-Tier) Applications. Second-Tier
Applications. Tier Two Applications. Third-Tier Applications and Beyond.
Conclusion. PART II IT HOT TOPICS. CHAPTER 7 Shared Services and Financial
Systems. Creating Value through Financial Systems-Enabled Shared Services.
Financial Systems as a Foundation for Shared Services Benefits Realization.
SSC and Financial Systems Implementation Considerations. Financial
Executive's Role in Shared Services Implementations. Conclusion. CHAPTER 8
Globalization Trends in Offshore Information Technology. How Is Global IT
Different from Offshore IT? How Globalization of Business Has Influenced
Global IT. How Pervasive IT Influenced Global IT. How Global IT Continues
to Drive Changes in Globalized Business. Conclusion. CHAPTER 9 Security,
Controls, and Privacy. Impact of Sarbanes-Oxley on Financial System
Implementations. Financial Executive's Role in the Security, Controls, and
Privacy Area. Security, Control, and Privacy Safeguard Design. Controls
Automation. Ways to Test Controls. Conclusion. CHAPTER 10 What Is IFRS and
Why Is It Relevant to the CFO Now? History and Specifics of IFRS. Some Key
Differences between IFRS and U.S. GAAP. Potential Benefits of Reporting
under IFRS. Potential "Costs" or Cons of Reporting under IFRS. The Decision
to Move to IFRS. IFRS Conversion Project Approach. Conclusion. Notes.
CHAPTER 11 The Phenomenon of Software as a Service. Background: What Is
SaaS? The Value Proposition of SaaS. Making the Right Decision: Is SaaS
Right for Me? Implications to IT Organizations. Conclusion. CHAPTER 12
Investing in Product Information Management. Overview. PIM Adaptation
Catalysts. PIM Implementation Considerations. PIM Return on Investment.
Conclusion. Note. CHAPTER 13 E-Commerce. E-Commerce Defined. E-Commerce
Today. Increasing Shareholder Value. Justifying the Investment.
Implementing Financial Controls for E-Commerce. Conclusion. CHAPTER 14 ERP:
An Evolving Process. Getting Started. You Have Identified the Problem, Now
You Need to Define the Solution. Conclusion. PART III MERGERS,
ACQUISITIONS, DIVESTITURES, AND IT. CHAPTER 15 Key IT-Related Questions
Every Financial Executive Should Consider during a Merger, Acquisition, or
Divestiture. Before a Transaction Is Identified. After a Transaction Is
Identified. Conclusion. Notes. CHAPTER 16 The Importance of IT Due
Diligence during a Merger or Acquisition. Why Bother With IT Due Diligence?
Role of the Chief Information Officer. Looking Under the Hood: Your IT Due
Diligence Checklist. How to Get the Data? Beyond Cost Reduction:
Identifying IT Synergies. Accelerating Merger Integration Planning through
Due Diligence. Due Diligence after the Close. Conclusion. CHAPTER 17 Ways
to Enhance IT-Related Synergy Capture during a Merger, Acquisition, or
Divestiture. Sources of IT Synergies. Benchmarks to Establish IT Synergy
Targets. Begin Early and Build Momentum. Conclusion. CHAPTER 18 Ways to
Reduce IT-Related Costs during a Merger, Acquisition, or Divestiture.
Approach. Cost Reduction during Merger or Acquisition. Cost Reduction
during Divesture. Conclusion. CHAPTER 19 Effective Approaches for Managing
IT during a Merger, Acquisition, or Divestiture. New Terminology. Faster
Pace. New Challenges for IT. Conclusion. CHAPTER 20 Ways to Use Mergers,
Acquisitions, or Divestitures to Build Sustainable Information Technology
Value. Divestitures to Build Sustainable Information Technology Value.
Conclusion. CHAPTER 21 Time-Tested Approaches to Maintaining Data Integrity
during a Merger, Acquisition, or Divestiture. Potential Impacts of
Poor-Quality Data. Time-Tested Approaches to Help Maintain the Integrity of
the Data. Conclusion. Glossary. About the Author. Index.
Preface. Acknowledgments. About the Contributors. PART I THE BASICS.
CHAPTER 1 The Information Technology Planning Process. Finance and
Information Systems. Information Technology Planning Process. The Role of
Finance in the Systems Planning Process. Conclusion. CHAPTER 2 ERP Software
Selection. Project Preparation, Scope Definition and Approach. Vendor
Candidate Identification and Short Listing. Request for Information/Request
for Proposal Analysis, Vendor Demonstrations, and References. Preliminary
Vendor Recommendation and Negotiations. Final Vendor Decision and
Procurement. Conclusion. CHAPTER 3 The Software Implementation Process. Key
Implementation Concepts. The Implementation Phases in Detail. Common Risks
and Mitigation Strategies. Areas that Require Special Attention from the
CFO. Conclusion. CHAPTER 4 Critical Success Factors for IT Implementations.
Provide Effective Sponsorship. Select a Dedicated and Experienced Project
Team. Establish Project Infrastructure. Utilize a Well-Established
Approach. Address People Issues. Communicate. Manage Scope. Establish a
Supportive Culture. Conduct Periodic Quality Assurance Reviews. Provide a
Stable Technical Environment. Conclusion. CHAPTER 5 Steering Clear of a
"Crisis in Confidence" and Other People Pitfalls. Phase 1: Before the
Project. Phase 2: During the Project. Phase 3: After the Project.
Conclusion. CHAPTER 6 Objectives and Scope of Implementing Automated
Financial Systems. Objectives. Core (First-Tier) Applications. Second-Tier
Applications. Tier Two Applications. Third-Tier Applications and Beyond.
Conclusion. PART II IT HOT TOPICS. CHAPTER 7 Shared Services and Financial
Systems. Creating Value through Financial Systems-Enabled Shared Services.
Financial Systems as a Foundation for Shared Services Benefits Realization.
SSC and Financial Systems Implementation Considerations. Financial
Executive's Role in Shared Services Implementations. Conclusion. CHAPTER 8
Globalization Trends in Offshore Information Technology. How Is Global IT
Different from Offshore IT? How Globalization of Business Has Influenced
Global IT. How Pervasive IT Influenced Global IT. How Global IT Continues
to Drive Changes in Globalized Business. Conclusion. CHAPTER 9 Security,
Controls, and Privacy. Impact of Sarbanes-Oxley on Financial System
Implementations. Financial Executive's Role in the Security, Controls, and
Privacy Area. Security, Control, and Privacy Safeguard Design. Controls
Automation. Ways to Test Controls. Conclusion. CHAPTER 10 What Is IFRS and
Why Is It Relevant to the CFO Now? History and Specifics of IFRS. Some Key
Differences between IFRS and U.S. GAAP. Potential Benefits of Reporting
under IFRS. Potential "Costs" or Cons of Reporting under IFRS. The Decision
to Move to IFRS. IFRS Conversion Project Approach. Conclusion. Notes.
CHAPTER 11 The Phenomenon of Software as a Service. Background: What Is
SaaS? The Value Proposition of SaaS. Making the Right Decision: Is SaaS
Right for Me? Implications to IT Organizations. Conclusion. CHAPTER 12
Investing in Product Information Management. Overview. PIM Adaptation
Catalysts. PIM Implementation Considerations. PIM Return on Investment.
Conclusion. Note. CHAPTER 13 E-Commerce. E-Commerce Defined. E-Commerce
Today. Increasing Shareholder Value. Justifying the Investment.
Implementing Financial Controls for E-Commerce. Conclusion. CHAPTER 14 ERP:
An Evolving Process. Getting Started. You Have Identified the Problem, Now
You Need to Define the Solution. Conclusion. PART III MERGERS,
ACQUISITIONS, DIVESTITURES, AND IT. CHAPTER 15 Key IT-Related Questions
Every Financial Executive Should Consider during a Merger, Acquisition, or
Divestiture. Before a Transaction Is Identified. After a Transaction Is
Identified. Conclusion. Notes. CHAPTER 16 The Importance of IT Due
Diligence during a Merger or Acquisition. Why Bother With IT Due Diligence?
Role of the Chief Information Officer. Looking Under the Hood: Your IT Due
Diligence Checklist. How to Get the Data? Beyond Cost Reduction:
Identifying IT Synergies. Accelerating Merger Integration Planning through
Due Diligence. Due Diligence after the Close. Conclusion. CHAPTER 17 Ways
to Enhance IT-Related Synergy Capture during a Merger, Acquisition, or
Divestiture. Sources of IT Synergies. Benchmarks to Establish IT Synergy
Targets. Begin Early and Build Momentum. Conclusion. CHAPTER 18 Ways to
Reduce IT-Related Costs during a Merger, Acquisition, or Divestiture.
Approach. Cost Reduction during Merger or Acquisition. Cost Reduction
during Divesture. Conclusion. CHAPTER 19 Effective Approaches for Managing
IT during a Merger, Acquisition, or Divestiture. New Terminology. Faster
Pace. New Challenges for IT. Conclusion. CHAPTER 20 Ways to Use Mergers,
Acquisitions, or Divestitures to Build Sustainable Information Technology
Value. Divestitures to Build Sustainable Information Technology Value.
Conclusion. CHAPTER 21 Time-Tested Approaches to Maintaining Data Integrity
during a Merger, Acquisition, or Divestiture. Potential Impacts of
Poor-Quality Data. Time-Tested Approaches to Help Maintain the Integrity of
the Data. Conclusion. Glossary. About the Author. Index.
CHAPTER 1 The Information Technology Planning Process. Finance and
Information Systems. Information Technology Planning Process. The Role of
Finance in the Systems Planning Process. Conclusion. CHAPTER 2 ERP Software
Selection. Project Preparation, Scope Definition and Approach. Vendor
Candidate Identification and Short Listing. Request for Information/Request
for Proposal Analysis, Vendor Demonstrations, and References. Preliminary
Vendor Recommendation and Negotiations. Final Vendor Decision and
Procurement. Conclusion. CHAPTER 3 The Software Implementation Process. Key
Implementation Concepts. The Implementation Phases in Detail. Common Risks
and Mitigation Strategies. Areas that Require Special Attention from the
CFO. Conclusion. CHAPTER 4 Critical Success Factors for IT Implementations.
Provide Effective Sponsorship. Select a Dedicated and Experienced Project
Team. Establish Project Infrastructure. Utilize a Well-Established
Approach. Address People Issues. Communicate. Manage Scope. Establish a
Supportive Culture. Conduct Periodic Quality Assurance Reviews. Provide a
Stable Technical Environment. Conclusion. CHAPTER 5 Steering Clear of a
"Crisis in Confidence" and Other People Pitfalls. Phase 1: Before the
Project. Phase 2: During the Project. Phase 3: After the Project.
Conclusion. CHAPTER 6 Objectives and Scope of Implementing Automated
Financial Systems. Objectives. Core (First-Tier) Applications. Second-Tier
Applications. Tier Two Applications. Third-Tier Applications and Beyond.
Conclusion. PART II IT HOT TOPICS. CHAPTER 7 Shared Services and Financial
Systems. Creating Value through Financial Systems-Enabled Shared Services.
Financial Systems as a Foundation for Shared Services Benefits Realization.
SSC and Financial Systems Implementation Considerations. Financial
Executive's Role in Shared Services Implementations. Conclusion. CHAPTER 8
Globalization Trends in Offshore Information Technology. How Is Global IT
Different from Offshore IT? How Globalization of Business Has Influenced
Global IT. How Pervasive IT Influenced Global IT. How Global IT Continues
to Drive Changes in Globalized Business. Conclusion. CHAPTER 9 Security,
Controls, and Privacy. Impact of Sarbanes-Oxley on Financial System
Implementations. Financial Executive's Role in the Security, Controls, and
Privacy Area. Security, Control, and Privacy Safeguard Design. Controls
Automation. Ways to Test Controls. Conclusion. CHAPTER 10 What Is IFRS and
Why Is It Relevant to the CFO Now? History and Specifics of IFRS. Some Key
Differences between IFRS and U.S. GAAP. Potential Benefits of Reporting
under IFRS. Potential "Costs" or Cons of Reporting under IFRS. The Decision
to Move to IFRS. IFRS Conversion Project Approach. Conclusion. Notes.
CHAPTER 11 The Phenomenon of Software as a Service. Background: What Is
SaaS? The Value Proposition of SaaS. Making the Right Decision: Is SaaS
Right for Me? Implications to IT Organizations. Conclusion. CHAPTER 12
Investing in Product Information Management. Overview. PIM Adaptation
Catalysts. PIM Implementation Considerations. PIM Return on Investment.
Conclusion. Note. CHAPTER 13 E-Commerce. E-Commerce Defined. E-Commerce
Today. Increasing Shareholder Value. Justifying the Investment.
Implementing Financial Controls for E-Commerce. Conclusion. CHAPTER 14 ERP:
An Evolving Process. Getting Started. You Have Identified the Problem, Now
You Need to Define the Solution. Conclusion. PART III MERGERS,
ACQUISITIONS, DIVESTITURES, AND IT. CHAPTER 15 Key IT-Related Questions
Every Financial Executive Should Consider during a Merger, Acquisition, or
Divestiture. Before a Transaction Is Identified. After a Transaction Is
Identified. Conclusion. Notes. CHAPTER 16 The Importance of IT Due
Diligence during a Merger or Acquisition. Why Bother With IT Due Diligence?
Role of the Chief Information Officer. Looking Under the Hood: Your IT Due
Diligence Checklist. How to Get the Data? Beyond Cost Reduction:
Identifying IT Synergies. Accelerating Merger Integration Planning through
Due Diligence. Due Diligence after the Close. Conclusion. CHAPTER 17 Ways
to Enhance IT-Related Synergy Capture during a Merger, Acquisition, or
Divestiture. Sources of IT Synergies. Benchmarks to Establish IT Synergy
Targets. Begin Early and Build Momentum. Conclusion. CHAPTER 18 Ways to
Reduce IT-Related Costs during a Merger, Acquisition, or Divestiture.
Approach. Cost Reduction during Merger or Acquisition. Cost Reduction
during Divesture. Conclusion. CHAPTER 19 Effective Approaches for Managing
IT during a Merger, Acquisition, or Divestiture. New Terminology. Faster
Pace. New Challenges for IT. Conclusion. CHAPTER 20 Ways to Use Mergers,
Acquisitions, or Divestitures to Build Sustainable Information Technology
Value. Divestitures to Build Sustainable Information Technology Value.
Conclusion. CHAPTER 21 Time-Tested Approaches to Maintaining Data Integrity
during a Merger, Acquisition, or Divestiture. Potential Impacts of
Poor-Quality Data. Time-Tested Approaches to Help Maintain the Integrity of
the Data. Conclusion. Glossary. About the Author. Index.