1. Chapter 13 Information Systems Organizations and Personnel Considerations

2. Information Systems Organizations IS Vice-President End-User Computing Planning Finance & Administration Database Administration Systems Support Systems Programming Development & Maintenance Project Managers Systems Analysts Programmers Computer Operations Network Management Development Center Information Center

3. Example: Texas Tech University President CIO Council Technology Planning & Policy Help Desk Technology Services Information Services Information Systems Information Management Data Operations Telecom Customer Services Technology Assessment & Support

4. Building Good Working Relationships  Communication is key  Senior Management & IS Executive  Formal  Informal  Create an “IT Culture”

5. Building Good Working Relationships Environment Corporate Strategy Corporate Structure IT Strategy IT Structure

6. Interaction & Understanding  Executives  Functional Managers  Actual System Users

7. IS Steering Committee Sr. VP of Merchandising CEOCOO IS VP

8. IS Steering Committee  Review status of IS projects  Determine the level of support  Discussion of new technologies  Establish criteria for IS investment

9. Functional Resources  Functional Interface Managers  Functional End-User Coordinator

10. Service Level Agreement  Response Time  Availability Percentage

11. User Training and Education  E-Learning  Smart Force Curriculum  Hands on Training

12. Application and Technical Consultation  Things will go wrong  Knowledgeable Assistance

13. Joint R&D Projects  Innovative  Proactive  Adequate Staffing

14. The Working and Personal Posture of the IS Manager  Sell the IS Unit  Maintain relationships  Support Business Strategies

15. Who is the IT Workforce?  Geographically Separate  Operationally Separate  Migrant Mentality  Looser Culture

16. CIO  Chief Information Officer is the information technology conscience of the company  Means “Career Is Over” said Business Week  Migrant worker mentality  CIO Magazine states that, “the economic recovery in the U.S. appears far off, and CIOs need to be in position to retain hard-to-find skills”

17. CIO Requirements Needs to have an understanding of  The industry  The business  The organization  They must understand IT but project an image of a business oriented person  Project the long-term implications of any major new technology and put into a logical organization framework

18. CIO Skills Profile  Manufacturing industry experience  Management experience  General technical qualifications  Specific vendor experience  Political, organizational, and communication skills

19. How Difficult Is The CIO Job  The largest staff function that provides both products and services  It interfaces with numerous if not all functional groups within the organization  It is a dual personality job Business Executive Technology Leader

20. To Whom Should The CIO Report  Often reports to the Chief Financial Officer  Should report to the executive who has day-to-day responsibility to run the entire business  The Chief Executive Officer

21. Journal of Strategic Information Systems  Is the CEO supportive of the CIO and IT initiatives?  CEO beliefs about IT and its importance to the business takes a major role

22. Four Dimensions of The Framework CIO CEO IT Management Business Management

23. Questionnaire  CEO & CIO background information  Personal preferences (beliefs and values)  Views on IT in general  How IT is managed  Questions about the role and function of IT, the role of CIO, and the relationship between the CEO and CIO

24. Overall Assessment  IT is not getting either business commitment or involvement  IT is not seen as central to the business  IT organization sees itself as a true “value adder”

25. Other Opinions  CIO Magazine said that, “IT is still viewed as a cost center and not a value center for the most part”  CIO Information Network (CIN) said that, “CFOs often looked at IT spending as a weighty cost to the company viewing IT now as as a “value center” capable of driving corporate revenues and profits  Disagreement across the cases as to whether or not IT is an expense to be managed

26. CEO & CIO Relationship  The Journal of Strategic IS states that the CEO is supportive of both the IT director and the IT initiatives  The vision and commitment of the CEO is not communicated by him either on the business management team or IT management  The CIO is not part of the “inner sanctum” and very often reporting to the CFO

27. CIO’s Competitive Advantage  Training and Certifications  CIO.com stated that there exists a 62% skills crisis in 278 companies researched  Enough job applicants, but not the right skills

28. Networking CIO Certifications  Cisco Certified Internetworking Expert (CCIE)  Identifies internetworking experts in routing and switching, wide-area network switching, and integration and design  Fewer than 3,000 of these certified professionals in North America  Demand in the optical and networking space  According to TmCPmag.com CCIE certificate holders earn an average base income of $115,400 - a $45,500 jump

29. Other Certifications on CIO.COM  Senior Java Certification  Oracle Certified Professional  MCSD (Microsoft Certified Solution Developer)  MCP(Microsoft Certified Professional)  MCSE (Microsoft Certified Systems Engineer)

30. CIO Benefits  Computerworld.com showed that certifications require a few years of experience in addition to training  CIOs can expect a 10% to 20% boost in salary with these certifications  Salary range is $117,250 - $184,000 According to HR magazine

31. Conclusion  IS is a critical organizational function  IS adds value  Role of CIO and IS relationships