Chapter 13 Information Systems Organizations and Personnel Considerations

1. Chapter 13Information Systems Organizations and Personnel Considerations

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

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

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 IT Strategy Corporate Structure IT Structure

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

7. IS Steering Committee COO CEO IS VP Sr. VP of Merchandising

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

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