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

02/10/08 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

02/10/08 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

02/10/08 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

02/10/08 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 Transparency
Legislation
DRIVERS
Risk
Streamline Management Partnerships
Business
Processes Skills Shortage
Innovative
Products &
Services
INHERENTLY Take Care
GOVVERNMEN of People
T SERVICES
Constituency Intellectual Asset
Requirements Management
Shorten
Cycle Time

Competition to
Provide Services
New Business Skills
Models Emerging Shortage

02/10/08 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

02/10/08 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

02/10/08 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

02/10/08 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

02/10/08 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

02/10/08 ? HowSodo
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Be a CIO
Source: Gartner Group
Source: Gartner Group
Slide # 11
 Typical U.S.
government state

Source: Gartner Group

02/10/08 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

02/10/08 So You Want to Be a CIO Slide # 13

 Governance Investment
Enterprise Process
Enterprise
Functional
Business owner
Business
View develops
Architecture

Information &
Migrate to a Systems
CIO
Common Enterprise Architecture
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
02/10/08 So You Want to Be a CIO
• Increased accountability Slide # 14
 Enterprise Architecture
Development Model

PO 1, PO 2, PO 3, ……PO n

Engineering Change &

t Evaluation Process E
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l i g ar I R IO
z A n ac d h B Pre
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B St Re ent Re pB
r e m so oa
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02/10/08 So You Want to Be a CIO Slide # 15
 Changing CIO Roles

Mainframe ERA: Distributed Era: Web-Based Era:

Conventional Transitional, Shifting Hybrid, Emergent
Plus

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

02/10/08 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 Supply Oriented Demand + Supply Demand-Oriented

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”

02/10/08 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

02/10/08 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

02/10/08 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

02/10/08 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

02/10/08 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

02/10/08 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

02/10/08 So You Want to Be a CIO Slide # 23

 Cultural Change

Doing the basics is no longer enough

● Innovate ● Challenge status quo

● Take risk
● Think commercial
● Reinvent
● Educate LOB manager
● Leverage and educate team
● Smart teaming and
sourcing
● Reach for executive
sponsorship
● Board room vote
● Under-commit and
overachieve
● Recognize cost and build
ABC where you can

02/10/08 So You Want to Be a CIO Slide # 24