You hit it right on the head. Wayne
-----Original Message----- From: Pete Austin [mailto:[EMAIL PROTECTED] Sent: Wednesday, March 09, 2005 10:09 AM To: [email protected] Subject: FW: [EDI-L] Sarbanes-Oxley Wayne, I concur with your points, even if I don't necessarily agree with all of the logic. Clearly implementation and deployment costs are up, as is operational maintenance. Some of this is due to the organization finally forcing EDI into its already-defined methodologies for development and deployment. And, some folks have indeed gone a bit overboard. While it is important for EDI to follow development methodologies, it can be quite difficult to disperse EDI responsibilities across an organization. We do a lot of HIPAA/EDI consulting work, and one of the consistent themes is that EDI remains a black box. Folks that work outside that box have difficulty assuming EDI related workloads. In some cases it is because the resources are asked to take on additional, unfamiliar work on top of their existing workload. Frequently they are not provided the training, and sometimes they are not particularly well suited for the work. Whatever the reason broadening EDI workloads throughout an organization frequently runs into problems. Try handing a map to a Q/A person that is unfamiliar with the technology and asking them to review it for consistent development standards. Good luck. I still believe that "EDI" in all its formats remains a vertical. While it can incorporate normal development cycles, and can enforce normal security requirements, it is still better to remain a focused group. The expertise required for success is both broad and deep, and requires specific, dedicated EDI skills. Pete <mailto:[EMAIL PROTECTED]> ________________________________ From: Wayne Marshall [mailto:[EMAIL PROTECTED] Sent: Wed 3/9/2005 7:08 AM To: Ron Paquin; [email protected] Subject: RE: [EDI-L] Sarbanes-Oxley Ron, I think a lot of companies are struggling with how best to comply. Some seem to be going overboard. I had one manager in charge of compliance actually tell me that SOX was the ruination of the American economy. In practical terms, heroes can exist no more. You know, the EDI people who modify the data on EDI transactions to force them through? Companies are also forcing non-EDI personnel and departments to assume some of the workload like setting up trading partners. The development vs. production issue is requiring more personnel to get involved with the EDI process. One man shows won't cut it anymore. I think we will also see separate servers for test vs. production, where we might not have in the past. At least one manager has said that additional IT resources need to be hired because everything is taking longer to complete. I find it ironic that those shops still using mainframe EDI environments are pretty much in compliance because of all the change controls inherent with a mainframe bureaucracy. We seem to have come full circle in this regard. Wayne -----Original Message----- From: Ron Paquin [mailto:[EMAIL PROTECTED] Sent: Tuesday, March 08, 2005 4:28 PM To: [email protected] Subject: [EDI-L] Sarbanes-Oxley Maybe I missed it, and maybe this isn't the appropriate forum, but can anyone share the impact Sarbanes-Oxley has had on their day-to-day EDI development and implementation lives? My company has chosen a "do everything to ensure compliance" approach, and I just don't have a good feel for what portions, if any, of the EDI processes should be affected. For example, I currently cannot even see maps, etc., in the Production environment without special dispensation, and there are several tasks related to loading new X12 releases, etc., which I have to have done through Change Management. I guess I'm just interested to get a discussion started on how Sarbanes-Oxley is affecting those of you who read this board, because it's sure making my life miserable. Regards, Ron . 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