The Chief Information Officers Body of Knowledge: People, Process, and Technology

The Chief Information Officer′s Body of Knowledge
"From trends in business intelligence to insights on leading and retaining high–performance teams, this book will assist in faster decision–making and execution that can greatly influence the success of a company."
—Naresh Shanker, Vice President and CIO, Palm, Inc.
"CEOs seeking to reinvent their company to optimize its digital potential need the CIO to be their right hand. Developing the CIO strategy that partners with this business transformation requires CIOs to do more than ever before and this book, with many insights from industry leaders, will help CIOs prepare for this challenge."
—Ken Kannappan, CEO, Plantronics, Inc.
"As the pace of business continues to accelerate, it is increasingly difficult to keep up with the ever–changing world of technology, evolving trends, and peer networking. It would take over a year′s worth of monthly networking meetings to derive the insights and information contained in this book. A great resource on what matters for the evolving role of the CIO."
—Tom Cullen, CIO, Driscoll′s Berries
"A valuable collection of best practices, both theoretical and practical, that make us all better leaders, this book is a must–read."
—Tom Peck, SVP and CIO, Levi Strauss & Co.
"An excellent resource, this book is a great place for seasoned veterans and new leaders to get tried–and–true advice and direction."
—Leo Collins, CIO, Lions Gate Entertainment
"Lane brings us knowledge and advice from a ′who′s who′ list of CIOs, CEOs, and thought leaders in the field of managing—and leading—IT. This practical handbook for current and aspiring leaders addresses both the hard and soft skills required in today′s highly complex and continually changing IT environment. The Chief Information Officer′s Bo dy of Knowledge provides a 360–degree view from those who have been there of what it takes to excel in managing IT to strategic advantage."
—Nancy K. Hayes, Dean, College of Business, San Francisco State University
"A Body of Knowledge book for effective IT management practices is long overdue. All of the contributors underscore the importance of interpersonal relationships, whether they be within individual IT groups, individual companies, or the overall IT industry, as the critical ′lubricant′ in realizing true business value from the use of information technology. If IT managers at all levels spent more time nurturing relationships and less time being technologists and project managers, the time–to–market of new ideas and IT capabilities would be much shorter!"
—Mark Settle, CIO, BMC Software

Spis treści:
Preface xi
Introduction xv
Regis McKenna
Is the CIO Ready for This New World? xx
PART ONE: PEOPLE
Chapter 1: Collaboration and Teamwork 3
Robert Slepin
Signs, Symptoms, and Root Causes 4
Modeling the Way 4
The IT Leadership Team Is Critical to Success 5
Developing Teaming Skills throughout IT 7
Recruiting for People Skills 8
Setting Clear Direction 8
Communicating Effectively 10
Summary 11
Chapter 2: Recruiting Best Practices 13
Walter Bacon
Internal Recruiters 15
Networking 16
Partners 17
Selecting a Partner 18
Working Effectively with Your Partner 20
Plan for Flexibility 22
Envision Your Ideal Team 22
Interpreting Resumes 23
Interviewing 25
Selling Yourself, Your Team, and the Company 27
Checking Credentials 28
Summary 31
Chapter 3: Career Pathing: Retaining and Developing Your Best and Brightest 33
Art Klein
Introduction: The Challenge of IT Staffing 33
The Role of the CIO 34
The Career–Pathing Solution Space: Dept h, Breadth, Clarity, and Flexibility 35
Finding Your Place in the Solution Space 41
Conclusion 43
Chapter 4: Why Provide Professional Development to IT Professionals? 45
John Moran, PhD
Types of Professional Development 46
Recommendations for the CIO and Other Executives 49
Conclusion 49
Chapter 5: Skill Building for the IT Professional: Training, Training Plans, and Maintaining Skills 51
Rossella Derickson
Developing the Training Plan 52
Conclusion 57
Chapter 6: Retain Your Talent by Creating a Fun, Engaging Culture 59
Baron Concors
Show Respect 61
Reset Expectations 62
Relate to Your People 62
Remove Hierarchies 63
Recognize 63
Relax 64
Summary 64
Chapter 7: The CIO Career Guide 65
Mark Wayman
You’re Fired! 65
Help Wanted 66
Representation from an Executive Placement Firm 67
The Resume—It’s Just a Bookmark 69
The Interview—No Second Chance for First Impressions 71
Closing the Deal—Never Fight over Nickels 72
Career Tips for CIOs 72
Conclusion 73
PART TWO: PROCESS
Chapter 8: Strategic Alignment 77
Tim Campos
Framework 78
Building the Strategically Aligned Organization 83
Conclusion 85
Chapter 9: Developing an IT Strategy 87
Mark Egan
Overview 88
IT Strategy Methodology 88
Summary 101
Chapter 10: Competitive Applications of Technology 103
Michael Skaff
An Early Pioneer 106
Differentiation in Education 108
Music Making 109
Summary 110
Chapter 11: A New Paradigm for Managing a Suite of Business Processes Inexpensively 113
Charles Follett and Jeff Goldberg
What We Should Be Doing 114
Case Management 120
Conclusion 122
Chapter 12: Information Technology Portfolio Management 123
Pamela Vaughan
What Is Information Technology Portfolio Management? 12 3
Understanding What ITPM Is Not 125
ITPM Process 125
ITPM Best Practices 127
ITPM Benefits 128
Conclusion 128
Chapter 13: A Beginner’s Guide to the Software Development Life Cycle 129
Stuart Robbins
Case Study: Project X 130
The First Meeting 131
The Experiment 133
The First Obstacle 133
The Second Obstacle 134
Conclusion 135
Summary 136
Chapter 14: Office of the CIO 137
Makarand Utpat
Situation 138
IT Strategy Creation Process 139
Creating Project Proposals as a Result of Driving an IT Strategy 140
Recommendations and Current Status 143
Lessons Learned 144
Conclusion 147
Chapter 15: Requirements 149
Allyn McGillicuddy
Solution Requirements Specification 150
Requirements Management Risks 150
Stakeholder Management 151
Quality Requirements 152
Emergence of Prototyping for New Requirements 152
Dynamic Systems Development Methodology 156
Managing Requirements with the Unified Development Process 157
Agile Requirements Management 158
Agile Requirements Management: Iteration 0 161
Feature–Driven Development 162
Requirements Management Tools 162
Requirements Management Systems 163
Conclusion 163
Chapter 16: Project Risk Management 165
Sam Chughtai
A New Age of Risk Management in a Global, Interconnected World 165
Why Project Risk Management? 165
Key Executive Challenges 166
Conclusion 170
Chapter 17: Project Cost Estimation 171
Subbu Murthy
Concepts 172
Cost Estimation Tools and Techniques 172
Cost Estimation Process 174
Summary 175
Chapter 18: Managing Project Quality 177
William (Liam) Durbin
Instituting Project Quality 178
Conclusion 185
Chapter 19: Project Reviews 187
Subbu Murthy
Concepts 188
Types of Project Reviews 189
Project Review Process 192
Summary 192
Chapter 20: Compli ance 195
Gary Kelly
Regulatory Compliance 196
Procedural/Policy Compliance 197
Security 197
Hackers and Outside–the–Network Attacks 200
Summary 202
Chapter 21: Service Management 203
Himanshu Shah
Service Management Life Cycle 203
What Is Service Management? 207
Service Delivery Models 213
Conclusion 216
Chapter 22: Balancing IT’s Workload 217
David Blumhorst
IT Work Comes In through Many Chaotic Channels 217
Resource Allocation Myths 219
Organizing Demand for Work by Scale 220
Planning IT like a Manufacturing Floor 222
Different Techniques for Different–Size Departments 222
Keys to Success 225
Conclusion 225
Chapter 23: Outsourcing and Offshoring 227
Jeff Richards
Reasons to Outsource 228
What to Outsource 228
Strategic Framework for Global Sourcing 230
Using the Strategic Framework for Global Sourcing 232
The Outsourcing Process 233
Conclusion 239
PART THREE: TECHNOLOGY
Chapter 24: Information Technology Portfolio Management 243
Louis Carr, Jr.
Why Is IT Portfolio Management Necessary? 244
Implementing IT Portfolio Management 246
Measuring Effectiveness of IT Portfolio Management 248
Conclusion 249
Chapter 25: Strategic Information Security Management 251
David Finnis
Information Security Business Alignment 251
Data Protection 255
Information Security Management Systems 259
Summary 262
Chapter 26: From Vision to Reality: Implementing Information Security 263
John M. Millican
Enterprise Information Security Architecture: Bridging the Conceptual to the Actual 263
Tools of Information Security 264
Conclusion 275
Chapter 27: Business Continuity Planning 277
Dave McCandless
Defining the Need for BCP 278
Process of Continuity Planning 279
Strategic Value of BCP 283
What BCP i s Not 284
Emerging Technologies and BCP 285
Summary 287
Chapter 28: Overcoming the ‘‘Computer Guy’’ Stigma: A Perspective on Why Being Involved in Your Web Strategy Matters 289
Kevin L. Soohoo
Purpose 290
Keyword Capitalization and Competitive Landscape 292
Social Media 293
Conclusion 294
About the Editor 295
About the Contributors 297
Index 307

Nota biograficzna:
DEAN LANE founded the Office of the CIO, a group of experienced CIOs and former Big 4 consulting partners who have formed a community and consulting organization to better align business and IT. Lane has been a CIO at four different companies: Honeywell, ATK, Plantronics, and Masters Institute. He was also a consultant for Ernst & Young, AT&T, and the Gartner Group. He is past president of the Society of Information Management′s Silicon Valley Chapter; serves on the advisory boards for the Naval Postgraduate School, SFSU′s Center for Business Systems, and Sparta, Inc.; and is an active member of the Institute of Management Consultants, ISACA, and the CIO Collective.

Okładka tylna:
The Chief Information Officer′s Body of Knowledge
"From trends in business intelligence to insights on leading and retaining high–performance teams, this book will assist in faster decision–making and execution that can greatly influence the success of a company."
—Naresh Shanker, Vice President and CIO, Palm, Inc.
"CEOs seeking to reinvent their company to optimize its digital potential need the CIO to be their right hand. Developing the CIO strategy that partners with this business transformation requires CIOs to do more than ever before and this book, with many insights from industry leaders, will help CIOs prepare for this challenge."
—Ken Kannappan, CEO, Plantronics, Inc.
"As the pace of business continues to acceler ate, it is increasingly difficult to keep up with the ever–changing world of technology, evolving trends, and peer networking. It would take over a year′s worth of monthly networking meetings to derive the insights and information contained in this book. A great resource on what matters for the evolving role of the CIO."
—Tom Cullen, CIO, Driscoll′s Berries
"A valuable collection of best practices, both theoretical and practical, that make us all better leaders, this book is a must–read."
—Tom Peck, SVP and CIO, Levi Strauss & Co.
"An excellent resource, this book is a great place for seasoned veterans and new leaders to get tried–and–true advice and direction."
—Leo Collins, CIO, Lions Gate Entertainment
"Lane brings us knowledge and advice from a ′who′s who′ list of CIOs, CEOs, and thought leaders in the field of managing—and leading—IT. This practical handbook for current and aspiring leaders addresses both the hard and soft skills required in today′s highly complex and continually changing IT environment. The Chief Information Officer′s Body of Knowledge provides a 360–degree view from those who have been there of what it takes to excel in managing IT to strategic advantage."
—Nancy K. Hayes, Dean, College of Business, San Francisco State University
"A Body of Knowledge book for effective IT management practices is long overdue. All of the contributors underscore the importance of interpersonal relationships, whether they be within individual IT groups, individual companies, or the overall IT industry, as the critical ′lubricant′ in realizing true business value from the use of information technology. If IT managers at all levels spent more time nurturing relationships and less time being technologists and project managers, the time–to–market of new ideas and IT capabiliti es would be much shorter!"
—Mark Settle, CIO, BMC Software