[no subject]

I'm ignorant to this.  How does Sarbanes Oxley impact the development
department of any public company?

> In other words, from soup to nuts, what are the steps that a mature
> project should go through?  What documents should be involved?  What
> sign-offs should be obtained?  What "i"'s should you dot and "t"s should
> you cross?
> 
> Any pointers or reference suggestions will be greatly appreciated.

When I was the Product Manager for a public company that had a hardware
and software development system we basically had 2 processes changes,
developments could happen.

1.  SCO, not to be confused with Santa Cruz Operation, Sales Change 
    Order

    This was a form an a process that a sales rep had to start in order
    to get a feature put in the development queue.  If they needed a 
    feature to close a deal they had to fill out this form.  It would
    outline the feature.  Please a ROI number on the feature and then
    the execs would sign off.  

2.  PDR, Product Development Requirements.
    This is really the document that starts a new product of feature.  
    This not only outlines the features but the ROI and all the 
    marketing data that convinced the execs to build the product.

To start a new project a PDR must first be completed.  After release
then Sales can input their wishes in future versions with the SCO. 


> Thanks!
> 
> John
> 
> 
> 
> 
> 
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