1 / 10

QUIZ

LEADERSHIP 2010 Strategies to Future-Proof the IT Organization: Essential Skill Sets for the Re-Invented CIO. Dennis Gendron, Vice President, Communication and Information Technologies & CIO, Tennessee State University. QUIZ.

dirk
Download Presentation

QUIZ

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. LEADERSHIP 2010Strategies to Future-Proof the IT Organization: Essential Skill Sets for the Re-Invented CIO • Dennis Gendron, Vice President, Communication and Information Technologies & CIO, Tennessee State University

  2. QUIZ • If IT meets its service goals (SLA’s), providing satisfactory client support, a robust network, and reliable access to institutional data, then • a) Everyone will love us. • b) We will be respected as the reliable backbone of the institution. • c) We will be candidates for reorganization and downsizing.

  3. Answer: CWe will be candidates for reorganization or downsizing. • IT is expensive. • If IT is running smoothly, it does not need a vice president and so many staff. • IT can operate more responsively in academic affairs, where expert help is available from CS/BIS/etc. faculty. • IT can operate more cost-effectively in business affairs, where budget experts are available.

  4. What We Ordinarily Do #1: ERPERP Leveraged Across the Institution: Project Management • Business Process Analysis: Human Resources, Procurement… • Application of Technology to Enterprise Processes • Enterprise-Wide Project Management (MS Project) • “Let-Mikey-Do-It” Projects--International IBM Conference, Call Center, RFP’s, Searches

  5. What We Ordinarily Do #2: DATA (MIS)MIS Leveraged Across the Institution: Business Intelligence • University Strategic Plan, Academic Master Plan, Facilities Master Plan, Academic Prioritization, ETC • BI in TBR

  6. What We Ordinarily Do #3: Ed TechEd Tech Leveraged Across the Institution: Technology Integration • IT as Market Differentiator--Governor’s Challenge • Social Networking Across the Enterprise • Boutique Integration • Know the Edge and Sell It.

  7. What We Ordinarily Do #4: Plan, Implement, Evaluate, Revise . . .P-I-E-R Leveraged Across the Institution: Assessment • SLA’s • Network Stats, Call Center Log Data, Surveys • Quantitative Value-Added Assessment • Use of Assessment as Driver for Revision

  8. What We Ordinarily Do #5: Money Money Management Leveraged Across the Institution: Revenue Generation/Expense Reduction • Generate Revenue: Grants, In-Kind, Partner Value-Adds • Reduce Expenses: Virtualization (Server, VCL, VDI), Power and AC, Creative Reorganization, Contract Negotiations, Off-Year Equipment • PR: Track It, Monetize It, Publicize It

  9. What We Ordinarily Do #6: Avoid Bad Stuff in ITABSIT Leveraged Across the Institution: Protect the Enterprise • Prosecute the plan for RIAA, MPAA, ETC protection for students. • Become the PII/Red Flag omniscient resource. • Prosecute the disaster-recovery and business-continuity projects.

  10. CIO = Creative INSTITUTIONAL Officer • Enterprise Planner • Enterprise Evaluator • Enterprise Innovator • Enterprise Leader

More Related