So You Want to Be a CIO?
Guest editor: Phil Laplante, Penn State University
Total pages: 32
$29.00
Introduction
In many organizations, the CIO's position in the organizational chart means
everything in terms of expectations and potential for success. The first
article, "The Changing Role of the CIO," explores the ever changing, and
controversial role of the CIO with respect to responsibilities, power,
expectations and more. In addition, Nicholas Carr's famous proclamation that "IT
Doesn't Matter" is addressed with respect to the functions of the office of the
CIO. In "CIOs Discuss the Role of IT in Organizational Change," Bill Agresti
further explores the role of a CIO as an agent of change and in shaping
corporate strategy.
In "IT Governance and Sarbanes-Oxley: The Latest Sales Pitch or Real Challenges
for the IT Function?," Michelle Kaarst-Brown and Shirley Kelly take on one of
the most difficult areas of CIO responsibility—legal responsibility, in the form
of compliance with the Sarbanes-Oxley Act (SARBOX), which overshadows all
aspects of IT governance, budgets, and relationships with vendors and
outsourcers. In particular, they address the potential impact of SARBOX as well
as practical strategies for dealing within its framework.
The final article, "IT Best Practices: CIO Wisdom," explores best practices in
the diverse areas of CIO responsibility. These responsibilities can be organized
into three general categories:
- redefining the role of the IT organization,
- infrastructure tuning, and
- process rigor.
The role of the CIO in defining the IT organization has already been described.
Infrastructure tuning incorporates elements of data management, enterprise
integration and the often overlooked issue of the physical security of the IT
facility. Finally, process rigor deals with the important issue of cost
estimation and justification for IT projects.
Keywords: management, CIO roles, strategy, risk management, IT investment, best
practices, CIOs, infrastructure tuning, data management, enterprise integration,
information architecture, enterprise information architecture (EIA), process
rigor, ROI, outsourcing, compliance issues
Table of Contents
The Changing Role of the CIO: Why IT Still Matters
Phillip A. Laplante, Penn State University
Don M. Bain, Robin Hood Ventures
This article draws from recent surveys and a moderated panel discussion in May
2004, in which several members of the CIO Institute expressed opinions about
their roles in their organizations.
CIOs Discuss the Role of IT in Organizational Change
William W. Agresti, Johns Hopkins University
Once looked upon as a back-office enabler, IT now is an important part of the
business and strategic plan of many companies.
IT Governance and Sarbanes-Oxley: The Latest Sales Pitch or Real Challenges for
the IT Function?
Michelle L. Kaarst-Brown and Shirley Kelly, Syracuse University
Building on an analysis of the Sarbanes-Oxley Act, literature, as well as
interviews, this article hopes to shed light on the potential impact of
Sarbanes-Oxley for IT governance, budgets, and relationships with vendors and
outsourcers.
IT Best Practices: CIO Wisdom
Phillip A. Laplante, Penn State University
Thomas Costello, UpStreme Inc.
From a departmental and functional perspective, IT leaders need to know how to
educate themselves and their teams for IT's evolving expectations. This article
outlines a few best practices that should become part of any IT organization's
charter.
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