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U.S. Department of Education
Office of the Chief Information Officer
Archived:
So You Want to Be a CIO
Craig B. Luigart
Chief Information Officer
Craig.Luigart@ed.gov August 8, 2001
You Ain’t Seen Nothing Yet
Welcome to Post Gutenberg Age - Gutenberg -
Jobs/Gates/Balmer
Iceberg – Teckno vs. Airplane
– 17 years WOW!
Gov in 10 yrs will be fundamentally different
– stand on brink of total reinvention of the organization
– Quicksilver
5:1 devices mobile
– Chinese
6/25/2009 So You Want to Be a CIO Slide # 2
Management History
CIOs have natural tendency to want control
– Need to craft the middle ground position
– Roads and commodes vs. Processes and Biz
development
» Empower the leaves – you’re the trunk
Central vs. Decentral
– Computer, svcs, EA, enterprise apps, biz apps
Legacy think of highly insular agency made up of
highly insular units
Popular pressure from citizenry
6/25/2009 So You Want to Be a CIO Slide # 3
Issues
Enterprise have need to achieve efficiencies and
effectiveness
Fundamental weaknesses in IT investment selection and
mgmt control processes – Governance
Slow progress in designing and implementing IT
architectures – Tree Trunk
Inadequate or immature software development, cost
estimating, and systems – joint stands – Exec’s need to
take ownership
Need to build effective CIO leadership and organizations –
wide range of disciplines and expanding
Significant computer security weaknesses
– Not an option to fail
Simplify -- Integrate
6/25/2009 So You Want to Be a CIO Slide # 4
Issues
Conflict in values
– Bureaucracy vs. enterprise design
– Legacy vs. open and central
– Agency think
– Finding stove pipes
E-gov will make it worse
– White space
– eGov Fund
OMB—Sean O’Keefe, Mark Forman, Angela Styles
– Quicksilver
– New Mgmt Paradigm—PMC, Projects, CXO
6/25/2009 So You Want to Be a CIO Slide # 5
Global Governance Issue:
Future of Government Services
Work &
Lifestyle Diversity Internet
Landscape
Technology
Commodization EXTERNAL DRIVERS
Informational
INTERNAL DRIVERS Transparency
Legislation
Risk
Streamline Management Partnerships
Business
Processes Skills Shortage
Innovative
Products &
Services
INHERENTLY Take Care
GOVVERNMENT of People
SERVICES
Constituency Intellectual Asset
Requirements Management
Shorten
Cycle Time
Competition to
Provide Services
New Business Skills
Models Emerging Shortage
6/25/2009 So You Want to Be a CIO Slide # 6
Environment Changing
Research Statement: Technological, political and social
factors are combining to link business and government,
with government acting as regulator and customer. Long-
term success will depend on the cooperation between
government and business.
– Federal
– State Biz
– Local
Mixed money
Shared risk
Diverse talents
Magician
6/25/2009 So You Want to Be a CIO Slide # 7
Environment Changing
Geography and mission diffentiators no longer
apply
– Change of address
– Rec svc’s
– Common shared training
Clear signal from President to cross the white
space $100 M or ?
? Do Agency’s make sense in 2020 in CITIZEN-
CENTRIC GOVERNMENT
6/25/2009 So You Want to Be a CIO Slide # 8
GAO View
GAO/6 Principles of CIO Mgmt:
– Recognize the role of IM/IT in creating value
– Position the CIO for success
– Ensure the credibility of the IM/IT organization
– Measure success and demonstrate results
– Organize IM/IT to meet business needs
– Develop IM/IT human capital
More risk – greater reward
6/25/2009 So You Want to Be a CIO Slide # 9
CIO Mission
Role is 90% cultural – have to model behavior at
our level if expect business units to play as well
– Remold
» What do we/they think
» What do we/they need to think
» Plan to change behavior – baby steps
Technical leadership a given – business
leadership a requirement
– Focus is biz and lead
6/25/2009 So You Want to Be a CIO Slide # 10
The Changing Role of IT
High
Externally
Focused Era IV: IT Enabling
The Rules
New Business Models
Ubiquitous Information Access
IT Impact Era III: Value Creation and
on Business Effectiveness
Business
Internally Internet/Network Computing
Structure
Focused Era II: Productivity and End-User
Empowerment
Client/Server Computing
Era I: Automation, Cost Control and Efficiency
Low Mainframe/Midrange Computing
1950 1960 1970 1980 1990 2000 2010 2020
6/25/2009 do Want leap?
? HowSo You we to Be a CIO Source: Gartner Group
Source: Gartner Group
Slide # 11
Typical U.S.
government state
Source: Gartner Group
6/25/2009 So You Want to Be a CIO Slide # 12
GPEA – Next Revolution!
GPEA major driver in cultural change
– Business and service transactions between the
government and the nation’s citizens
– Way business has been conducted will change
– You must be one of the leaders of this change
– You must make your peers understand
– This is NOT about automating processes that already
exist
6/25/2009 So You Want to Be a CIO Slide # 13
Governance Investment
Enterprise Process
Enterprise
Functional
Business owner
Business develops
Architecture
View
Information &
Migrate to a Systems
Architecture
CIO
Common Enterprise Architecture Systems provides
Data View common
Architecture support
tools &
Delivery Systems Architecture Technical standards
Hardware, Software, Communications View
Common Data Exchange
Architectures as IT Portfolio Elements yield:
• Reduced development and O & M costs
• Shared enterprise solutions
• Shared generic data elements for states, districts, and schools
6/25/2009 • Increased accountabilityWant to Be a CIO
So You Slide # 14
Enterprise Architecture
Development Model
PO 1, PO 2, PO 3, ……PO n
Engineering Change &
Evaluation Process
6/25/2009 So You Want to Be a CIO Slide # 15
Changing CIO Roles
Mainframe ERA: Distributed Era: Web-Based Era:
Conventional Transitional, Hybrid, Emergent
Plus Shifting
CIO Role Functional Head Strategic Partner Business Visionary
Operational Expectation Business Innovator,
Manager Manager, Technology Opportunist
Technology Advisor,
Informed Buyer
Executive IT For Cost IT Governance IT + Internet Viewed as
Perspective Displacement Better Focus on Transformational.
Alignment Strategy Driver
Executive From Enthusiasm Polarized: Minimize Invest in IT for New
Behavior to Cost- IT Cost vs. Strategic Business/Channels, Cut
Consciousness Asset Time to Market
6/25/2009 So You Want to Be a CIO Slide # 16
Changing CIO Roles
Mainframe Era: Distributed Era: Web-Based Era:
Conventional Plus Transitional, Shifting Hybrid, Emergent
Portfolio Focus Transaction Process Re-engineering, E-Commerce, CRM,
Processing Order ERP, Knowledge Work, Supple Chain
Through to Delivery Inter-Organizational Management, Virtual
Systems Organization
Dominant IBM Desktop, ERP, Network Product Firm,
Suppliers Outsourcers Browser/Portals, E-
Business Service Firms
Key CIO Deliver on Promises Align IT with Business Drive Strategy
Responsibilities
Demand/ Supply Oriented Demand + Supply Demand-Oriented
Supply Focus
Business Input Advisor on “How to,” Access To Executive, Key Part of Executive,
Not “What To Do” Invited “Seat at the Table” Assumed “Seat”
6/25/2009 So You Want to Be a CIO Slide # 17
Changing CIO Roles
Mainframe Era: Distributed Era: Web-Based Era:
Conventional Transitional, Shifting Hybrid, Emergent
Plus
Sample IT Director, CIO, GM – Information CIO, Technology
Titles Manager – IT Services, Chief Strategist, GM – E-
Services Technology Officer Business/Services,
Tech. Opportunist
Key Tasks On-Time Manage IS Develop Business
Delivery, Organization, Deliver Model, Leverage
Reliable Infrastructure, Manage Extra-Structure,
Operations IT Staff, Develop Stimulate Business
Alliances Executives
Source: Gartner and Ross & Feeny, 1999
6/25/2009 So You Want to Be a CIO Slide # 18
CIO Mutation
The business focus is usually additive to CIO technology
leadership responsibilities
CIO must be constant leader
Specific priorities for individual CIOs are demonstrated in
two key ways:
– Strategizing with business executives as part of sound, but
flexible, governance processes
– Creating and sustaining core capabilities for the next-
generation IS organization.
Source: Gartner Group
6/25/2009 So You Want to Be a CIO Slide # 19
CIO to Secretary Relationship
The CIO Needs the Secretary to:
– Communicate the business goals and IT vision to LOB
executives.
– Sponsor the IT link to the business plan.
– Develop a familiarity with technologies that can add value to
their business.
– Facilitate a conducive corporate environment for IT.
– Facilitate CIO development.
The Secretary Needs the CIO to:
– Be a leader.
– Propose technology solutions to business problems.
– Demonstrate general management skills and business
acumen.
– Communicate IT results in terms of business impact.
– Manage the IT investment plan.
– Lead technology education for the executive team. Source: Gartner Group
6/25/2009 So You Want to Be a CIO Slide # 20
CIO to LOB Executives
The CIO Needs the LOB Executives to:
– Develop a familiarity with the technologies that can help their
business.
– Establish a receptive departmental environment for IT.
– Openly communicate plans and directions.
– Be responsible for IT benefits.
The LOB Executives Need the CIO to:
– Prioritize technology projects to support the business
requirements.
– Build and deliver value with IT projects.
– Facilitate organizational linkage between IT and the business
units.
– Effectively communicate and negotiate. Source: Gartner Group
6/25/2009 So You Want to Be a CIO Slide # 21
CIO to the IT Organization
The CIO Needs the IT Organization to:
– Understand business problems and deliver technology
solutions.
– Build and deliver value.
– Be flexible and willing to change.
– Show technical and business competence.
– Be responsive to the customer community.
The IT Organization Needs the CIO to:
– Demonstrate leadership and vision.
– Define the IT strategy and technical architecture.
– Obtain executive sponsorship for the IT effort.
– Communicate business priorities and develop the link to the
business plans.
– Manage the IT skills portfolio.
– Create a ―compelling place to work.‖
Source: Gartner Group
6/25/2009 So You Want to Be a CIO Slide # 22
CIO to Peer Network
The CIO Should:
– Communicate accomplishments and concerns.
– Understand successes and failures in other
organizations.
– Evaluate ―appropriate practices‖ for the employment of
technology.
– Exploit joint technology development opportunities.
– Seek the perspective of other CIOs, thought leaders,
vendors, and others.
Source: Gartner Group
6/25/2009 So You Want to Be a CIO Slide # 23
Cultural Change
Doing the basics is no longer enough
Innovate Challenge status quo
Take risk Reach for executive
Think commercial sponsorship
Reinvent Board room vote
Educate LOB manager Under-commit and
Leverage and educate team overachieve
Smart teaming and Recognize cost and build
sourcing ABC where you can
6/25/2009 So You Want to Be a CIO Slide # 24
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