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
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Welcome to Post Gutenberg Age - Gutenberg Jobs/Gates/Balmer Iceberg – Teckno vs. Airplane
– 17 years WOW!

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Gov in 10 yrs will be fundamentally different
– stand on brink of total reinvention of the organization – Quicksilver

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5:1 devices mobile
– Chinese

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Management History
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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

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Central vs. Decentral
– Computer, svcs, EA, enterprise apps, biz apps

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Legacy think of highly insular agency made up of highly insular units Popular pressure from citizenry

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Issues
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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
So You Want to Be a CIO Slide # 4

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Issues
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Conflict in values
– – – – Bureaucracy vs. enterprise design Legacy vs. open and central Agency think Finding stove pipes

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E-gov will make it worse
– White space – eGov Fund

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OMB—Sean O’Keefe, Mark Forman, Angela Styles
– Quicksilver – New Mgmt Paradigm—PMC, Projects, CXO

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Global Governance Issue: Future of Government Services
Work & Lifestyle Diversity Technology Commodization Internet Landscape

Legislation Streamline Business Processes Innovative Products & Services

EXTERNAL DRIVERS INTERNAL DRIVERS Risk
Management

Informational Transparency Partnerships Skills Shortage

INHERENTLY GOVVERNMEN T SERVICES
Shorten Cycle Time Competition to Provide Services

Take Care of People

Constituency Requirements

Intellectual Asset Management

New Business Models Emerging

Skills Shortage

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Environment Changing
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Research Statement: Technological, political and social factors are combining to link business and government, with government acting as regulator and customer. Longterm success will depend on the cooperation between government and business. – Federal Biz – State – Local Mixed money Shared risk Diverse talents Magician

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Environment Changing
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Geography and mission diffentiators no longer apply
– Change of address – Rec svc’s – Common shared training

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Clear signal from President to cross the white space $100 M or ? ? Do Agency’s make sense in 2020 in CITIZENCENTRIC GOVERNMENT

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GAO View
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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

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More risk – greater reward

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CIO Mission
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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

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Technical leadership a given – business leadership a requirement
– Focus is biz and lead

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The Changing Role of IT
High
The Rules

Externally Focused

Era IV: IT Enabling New Business Models
Ubiquitous Information Access

IT Impact on Business Structure

Era III: Value Creation and Business Effectiveness
Internally Focused Internet/Network Computing

Era II: Productivity and End-User Empowerment
Client/Server Computing

Era I: Automation, Cost Control and Efficiency
Low 1950
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Mainframe/Midrange Computing
1960 1970 1980 1990 2000 2010 2020

? HowSo You we to Be a CIO do Want leap?

Source: Gartner Group Source: Gartner Group

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Typical U.S. government state

Source: Gartner Group

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GPEA – Next Revolution!
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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

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Governance Investment Enterprise Process
Enterprise
Business Architecture Information & Systems Architecture Data Architecture Delivery Systems Architecture Hardware, Software, Communications

Business View

Functional owner develops

Migrate to a Common Enterprise Architecture

Systems View Technical View

CIO provides common support tools & standards

Common Data Exchange

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Architectures as IT Portfolio Elements yield: • Reduced development and O & M costs • Shared enterprise solutions • Shared generic data elements for states, districts, and schools • Increased accountabilityWant to Be a CIO So You

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Enterprise Architecture Development Model
PO 1, PO 2, PO 3, ……PO n

Engineering Change &

t Evaluation Process ECP en OC nm rds lig da h IRB IO P A rep iz tan eac t Re B S R en Bo so e tm ard urc tur es eA Fu Inv ssi gn me nt
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Changing CIO Roles
Mainframe ERA: Conventional Plus CIO Role Functional Head Operational Manager Distributed Era: Transitional, Shifting Strategic Partner Expectation Manager, Technology Advisor, Informed Buyer IT Governance Better Focus on Alignment Web-Based Era: Hybrid, Emergent Business Visionary Business Innovator, Technology Opportunist

Executive Perspective Executive Behavior

IT For Cost Displacement

IT + Internet Viewed as Transformational. Strategy Driver Invest in IT for New Business/Channels, Cut Time to Market
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From Enthusiasm Polarized: Minimize to CostIT Cost vs. Strategic Consciousness Asset
So You Want to Be a CIO

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Changing CIO Roles
Mainframe Era: Conventional Plus Portfolio Focus Transaction Processing Order Through to Delivery IBM Distributed Era: Transitional, Shifting Process Re-engineering, ERP, Knowledge Work, Inter-Organizational Systems Desktop, ERP, Outsourcers Align IT with Business Demand + Supply Access To Executive, Invited “Seat at the Table” Web-Based Era: Hybrid, Emergent E-Commerce, CRM, Supple Chain Management, Virtual Organization Network Product Firm, Browser/Portals, EBusiness Service Firms Drive Strategy Demand-Oriented Key Part of Executive, Assumed “Seat”
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Dominant Suppliers Key CIO Responsibilities Demand/ Supply Focus Business Input

Deliver on Promises Supply Oriented Advisor on “How to,” Not “What To Do”

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Changing CIO Roles
Mainframe Era: Conventional Plus Sample Titles IT Director, Manager – IT Services On-Time Delivery, Reliable Operations Distributed Era: Transitional, Shifting Web-Based Era: Hybrid, Emergent

CIO, GM – Information CIO, Technology Services, Chief Strategist, GM – ETechnology Officer Business/Services, Tech. Opportunist Manage IS Organization, Deliver Infrastructure, Manage IT Staff, Develop Alliances Develop Business Model, Leverage Extra-Structure, Stimulate Business Executives

Key Tasks

Source: Gartner and Ross & Feeny, 1999

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CIO Mutation
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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 nextgeneration IS organization.

Source: Gartner Group

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CIO to Secretary Relationship
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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.

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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

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CIO to LOB Executives
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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.

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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

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CIO to the IT Organization
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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.

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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

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CIO to Peer Network
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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

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Cultural Change
Doing the basics is no longer enough
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Innovate Take risk Think commercial Reinvent Educate LOB manager Leverage and educate team Smart teaming and sourcing

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Challenge status quo Reach for executive sponsorship Board room vote Under-commit and overachieve Recognize cost and build ABC where you can

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