Group Title: ERP position papers
Title: Application access and security
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Permanent Link: http://ufdc.ufl.edu/UF00090031/00003
 Material Information
Title: Application access and security ERP position paper 3
Series Title: ERP position papers
Physical Description: Newspaper
Language: English
Creator: Office of Inspector General, University of Florida
Publisher: Office of Inspector General, University of Florida
Place of Publication: Gainesville, Fla.
Publication Date: June 11, 2004
 Record Information
Bibliographic ID: UF00090031
Volume ID: VID00003
Source Institution: University of Florida
Holding Location: University of Florida
Rights Management: All rights reserved by the source institution and holding location.

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University of Florida Audit & Compliance Review


ERP Position Paper #3
Date: June I 2004
Topic: Application Access and Security


- Page I


The designing of business processes involves many decisions taken in connection with ex-
ternal requirements, organizational culture, and carefully balanced costs and benefits. In
all business processes, efficiency together with accuracy, validity, completeness, proper
authorization and documentation are key control objectives.

As internal auditors, our implementation review role includes the identification of opportu-
nities and control concerns that need to be addressed campus-wide and by project manage-
ment team. This is our third position paper and has an emphasis on application access and
security. This and the other ERP position papers are accessible at:

http://oacr.ufl.edu/ERP_Position Papers.htm

With the University's implementation of PeopleSoft applications (Bridges), many business
functions will be further decentralized with after-the-fact oversight by the central process-
ing areas. This requires that additional controls be implemented at the unit level to help
safeguard university assets, ensure proper recording of transactions, provide for efficient
and effective accomplishment of goals and objectives, and to ensure compliance with uni-
versity rules and objectives and other governance.

Unit directors need to be fully aware of the changes in applications and their impact on key
control objectives. We are concerned that most communications on these issues and train-
ing efforts may not have received sufficient attention from Deans, Directors, and Depart-
ment Heads who have the budgetary and administrative authority and are accountable for
financial and human resources within their units.

It is NOT Business as Usual

With the change from the existing accounting information system (FLAIR) to the new
transaction coding using chart-fields to replace departmental accounts (organizational
codes) and object codes, the opportunity for errors to occur and not be detected timely is
significantly greater.

Although there are edits within the implemented applications to ensure that only valid
chart-field combinations can be input, the financial modules as implemented do not limit
the valid chart-field combinations an employee can impact.









University of Florida Audit & Compliance Review

ERP Position PaPer #3 Page 2


Date: June I 2004
Topic: Application Access and Security


Any one of the more than 1500 employees with the roles of "initiator" and approvedr"
may process transactions either charging an expense or crediting revenue to any unit or
unit/project of the University as long as the chart-field combinations are valid.

As a compensating control, after-the-fact and sampling based reviews will be conducted by
the University Controller's Office. Transactions with pre-defined attributes will be fol-
lowed up as considered appropriate. Relying on post-transactional controls is less effective
than front-end access restricting controls. Frequently, it takes more resources to investi-
gate and correct errors and/or recover losses than it would take to prevent them. It is im-
portant for the University community to be aware of the wide access available to all initia-
tors and approvers within the newly implemented system. Unit managers should initiate a
more hand-on approach in the management of resources under their oversight to avoid un-
authorized transactions.

It is necessary that departmental managers (supervisors for employees initiating transac-
tions) review appropriate reports of transactions such as departmental ledgers and pro-
ject ledgers, in sufficient detail to ensure that transactions are properly recorded and
charged to correct chart-fields.

Training should be provided to departmental personnel on the reports available, how to
read them and how to detect chart-field errors.

Delegations of authority and monitoring responsibility to staff should be very deliberate
and based on an evaluation of the type of transactions and other responsibilities as-
signed to an employee.

Managing and Delegating Access and Authority

One of the strongest controls in any business operation is the assignment of roles and re-
sponsibilities. In PeopleSoft, the process and the roles assigned are critical to ensure that
appropriate employees initiate and approve transactions with adequate separation of du-
ties. An employee's assigned roles determine what he/she can see and do in the business
processes. Although, the actual entry of role assignments is centralized in the UF Bridges
Security Team, it will be dependent on requests by departments to assign specific roles to
their staff.

Considering the importance of role assignments and the continuous nature of managing
role-based security, we are concerned that its oversight and management is not well de-
fined with clear lines of authority and responsibility at both the University and unit levels.









University of Florida Audit & Compliance Review

ERP Position PaPer #3 Page 3


Date: June I 2004
Topic: Application Access and Security


The first step is for Deans, Directors and Chairs, to assign the role of Department Se-
curity Authorizer (DSA) or to assume this role themselves. The person in this role will
assign all the other roles without additional department or college review unless a proc-
ess is established within the unit. This is a change from the previous process which re-
quired that the deans, directors, and chairs, approve all role assignments.

Training on the duties and significance of the new DSA role has not been emphasized and
restrictions or suggestion on who should be the DSA or the number of DSA's per unit
have not been provided. The Security Team will review on a case by case basis any as-
signments that would give a single employee incompatible roles. Although training is
strongly recommended prior to being assigned roles, due to time constraints, it has not
been made mandatory.

The Bridges implementation is a monumental undertaking and there are many challenges
and adjustments ahead. The manner in which it is implemented at the University of Flor-
ida uses the basic premise of decentralized transactional processing and oversight. This
requires that University administrators actively participate in delegation decisions and
evaluate the implications of these decisions.




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