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Chapter 13
Information Systems Organizations
and Personnel Considerations
Information Systems Organizations
IS Vice-President
End-User
Computing
Finance &
Administration
Planning
Systems
Support
Development &
Maintenance
Project
Managers
Database
Administration
Computer
Operations
Systems
Programming
Systems
Analysts
Programmers
Development
Center
Information
Center
Network
Management
Example: Texas Tech University
CIO
Council
CIO
Technology Planning
& Policy
Technology
Services
Help Desk
Data
Operations
President
Telecom
Customer
Services
Information
Services
Technology
Assessment &
Support
Information
Systems
Information
Management
Building Good Working
Relationships
 Communication is key
 Senior Management & IS Executive
 Formal
 Informal
 Create an “IT Culture”
Building Good Working
Relationships
Environment
Corporate
Strategy
IT
Strategy
Corporate
Structure
IT
Structure
Interaction & Understanding
 Executives
 Functional Managers
 Actual System Users
IS Steering Committee
COO
IS VP
CEO
Sr. VP of Merchandising
IS Steering Committee
 Review status of IS projects
 Determine the level of support
 Discussion of new technologies
 Establish criteria for IS investment
Functional Resources
 Functional Interface Managers
 Functional End-User Coordinator
Service Level Agreement
 Response Time
 Availability Percentage
User Training and Education
 E-Learning
 Smart Force Curriculum
 Hands on Training
Application and Technical
Consultation
 Things will go wrong
 Knowledgeable Assistance
Joint R&D Projects
 Innovative
 Proactive
 Adequate Staffing
The Working and Personal
Posture of the IS Manager
 Sell the IS Unit
 Maintain relationships
 Support Business Strategies
Who is the IT Workforce?
 Geographically Separate
 Operationally Separate
 Migrant Mentality
 Looser Culture
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”
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
CIO Skills Profile
 Manufacturing industry experience
 Management experience
 General technical qualifications
 Specific vendor experience
 Political, organizational, and communication
skills
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
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
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
Four Dimensions of The
Framework
CEO
CIO
Business
Management
IT
Management
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
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”
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
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
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
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
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)
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
Conclusion
 IS is a critical organizational function
 IS adds value
 Role of CIO and IS relationships