CIO Wisdom – Table of Contents

CIO Wisdom
Best Practices from Silicon Valley’s Leading IT Experts

First edition; 412 pages
ISBN 0-13-141115-2
( by: Dean Lane)

Table of Contents

Chapter 1
Within and Beyond: Understanding the Role of the CIO

By Al Pappas & Stuart Robbins

  • Perspective 1: The Extended Enterprise CIO
  • Perspective 2: Back to the Basics- What is a CIO?
    • Overview of the CIO Role
    • Background of the CIO- Technology Vs. Business
    • Business Environments and the CIO’s Role
    • Reporting Relationships, Hierarchy, and the CIO’s Role
    • Understanding the Dynamic Role of the CIO

Chapter 2
Women CIO’s
By Judy Armstrong

  • Why Single Out a Particular Group of CIO’s
  • Why Is IT Unfriendly to Women?
  • What is IT Losing When Women Leave the IT Workforce?
  • What Do We Need to Change to Attract More Women into the IT Profession?
  • Why Do Some Women Prevail and Others Do Not?
  • What Is Different for Women CIO’s in Their First 90 Days?
  • Who Are Some of the Successful Women CIO’s and Why?
    • Pat Anderson, CIO of Lockheed Martin’s Space Systems
    • Polly Moore, Former CIO of Genentech
    • Tama Olver, CIO of Applelera
    • The Value of Women in IT

Chapter 3
The First 90 Days
By Mark Egan

  • Key Takeaways
  • Overview
  • Ninety-Day Tactical Plan
  • IT Organization Review
  • IT Strategic Plan
    • Step 1
    • Step 2
    • Step3
    • Step 4
    • Step 5
  • IT Architecture Blueprint
    • Architecture Overview
    • Management Recommendations
    • Pulling It All Together

Chapter 4
The Tao Perspective

By George Lin

  • An Indirect but Fundamental Approach
  • CIO Challenges
    • Creating a Business-Focused IT Organization
    • Leading by Example: Five Fundamentals for Better IT/Business Alignment
    • Uniting the Forces: Five Strategies to Align the Business
    • Sustaining Success: Two Practices
  • In Closing

Chapter 5
Communications: Communication Excellence in IT Management

By Brenda J. Fox

  • The Problem: Us Vs. Them
  • How to Break Down Stereotypes that Threaten Good Communication
    • Lead by Example
    • Know Your Audience
    • Create Awareness of the Lines of Communication
    • Start Thinking Like a Service Organization
    • Ask Your Staff for Help
    • Stop the Blame Game
    • Provide Accurate Information
    • Foster Teamwork
  • Essential Management Practices that Produce Good Communication
    • Plan
    • Set IT Policy and Standards
    • Understand the Company’s Commitments, Schedules, and Dependencies
    • Integrate Project Planning
    • Budget as a Team
    • Control Production Changes
    • Continuously Improve Quality
    • Be Explicit in Your Decision-Making Process
  • What to Keep in Mind when Implementing Communication Tools and Practices
    • Deliver Information that Each Group Requires
    • Communication Tools Depend on Accurate Process-Level Information
    • IT is a Team Support
    • Tools Must Measure Project Status at All Levels
  • How to Make Yourself a Better Communicator
    • Assess Yourself
    • Know Your Audience
    • Set and Manage Expectations
    • Insist on Accountability
    • Be Aware of the Political Environment
  • How to Know When Communication Is Good
    • Measure Behavioral Improvements
    • Process Improvements
    • Improvements in IT Business Fundamentals
  • Conclusion

Chapter 6
IT Organization

By Guy de Meester

  • Challenges in Determining the Ideal IT Organization
    • Follows the Business Plan
    • Be the Driver or Be Driven
  • Centralized Vs. Decentralized Organizational Structure
    • Helpdesk and Desktop Support
    • Network and System Administrator Functions
    • Telecomm Support Functions
    • Applications Support Functions
  • Reflections on Critical Information Systems Functions
    • Operations Director
    • Architect Function
    • Database Administrator Function
    • Desktop, Helpdesk, and System Administration Support
    • Project Management
  • Decisions and Topics Impacting the Organizational Model
    • Policies and Procedures: Impact on the Organization
    • Roles and Cooperation of functional Departments
    • Effect of Budget Type on Organizational Model
    • Remote Management and Its Implications
    • Business Drivers: Impact on the Organization
    • Internet Support and Implications
    • Insourcing or Outsourcing: Impact on the Organization
    • Metrics and Management
    • Mergers and Acquisitions: Impact on the Organization
    • The IT Organization in Down Times
  • Final Comments on IT Organizations

Chapter 7

By Danny Maco

  • The Paradox of IT
  • The Role of the New CIO
  • What is Governance?
  • Successful Governance
  • Skills to Help You Govern
  • Typical Governing Bodies
  • Considerations Related to Governing Bodies
  • Operational Governance
  • Creating a Governance Model for Your Organization
  • Putting a Governance Model in Place
  • Managing Expectations for Governance
  • How Much Energy should Be Committed to Governance?
  • Evolution of Governance
  • Mistaken Uses of Governance
  • Effect of Acquisitions on Governance
  • Summary

Chapter 8

By John Dick, Holly Simmons, Maureen Vavra, and Steve Zoppi

  • Are We Having Fun Yet?
  • Overview
  • The Classic Architecture Approach
  • Enterprise Architecture Overview
  • Planning for an Enterprise Architecture
    • Aligning IT with the Business
    • Budgeting for an Enterprise Architecture
    • Structuring an Organization to Support Your Enterprise Architecture
    • Architectural Review and Fit Assessments for Systems, Technology, Major Changes
    • Change Management at the Meta and Operational Level: A Critical Success Factor
  • Component Architecture
    • Overview of the Functional Roadmap
    • Drilling Down in the Functional Roadmap
  • Multi-tier Architecture, Layer by Layer
    • The Network Access Layer
    • The Distributed Data Access Layer
    • The Applications and Database Layers
    • The Inter-Enterprise Integration Layer
  • Developing Strategic IT Portfolio

Chapter 9
Strategic Outsourcing

By Bharat C. Poria

  • Understanding Outsourcing
  • Elements of Outsourcing
    • Options for Outsourcing
    • Onsite Support
    • Offsite and Offshore
    • Offsite and Onshore
    • Functional Support
    • Program or Project Support
  • Conclusion: Trends and Opportunities

Chapter 10
IT Workforce
By Dean Lane

  • Five Basics for Retaining IT Professionals
    • Training
    • Communication
    • Leadership
    • Environment
    • Motivation
  • A Can-Do Attitude Cannot Be Beat
  • Conclusions

Chapter 11
Strategic Planning

By Maureen Vavra and Dean Lane

  • Chapter Profile
  • The CIO’s Planning Role within the Business
  • Business Strategizing
    • Follow the Corporate Strategic Plan?
    • How CIO’s Influence Strategy
    • Systems Planning and the Business
    • Departmental IT Models
    • IT Plans in a Technology-Oriented Company
  • Approaches to Setting Strategic Goals and Objectives
    • Traditional Models
    • Situational Analysis: The SWOT Model
    • Critical Success Factors
    • Value Chain Analysis
    • Scenario Analysis and Impact Assessment
  • IT Planning
    • Importance and Value
    • Plans Your IT Organization Must Have
    • IT Planning Checklist
    • Steps to an IT Plan
    • Plan to Plan
    • Critical Soft Components
    • Drivers for Change
    • Migration
  • Managing to Plan an Outgoing/Evergreen Planning
  • Milestones for Applications Portfolio Planning and Project Management
  • Setting Priorities
    • Putting Things in Context
    • Good Staff Work
    • Rough Order of Magnitude (ROM)
    • High-Medium-Low and Variations
    • Rack and Stack
  • The Big Picture and Feedback Loop

Chapter 12
IT Infrastructure Management and Execution

By Joe Feliu

  • The Operational Framework
  • Focus Areas in Operations
    • Asset Management
    • Capacity Planning
    • Change Management
    • Disaster Recovery Planning
    • High Availability
    • Problem Management
    • Security Management
    • Service-Level Agreements
  • Focus Areas in Development
    • Programming Practices
    • Project Management Process
    • Systems Development Lifecycle
  • Focus Areas in Human Resources
    • Company New Employee Orientation
    • Managing Staff Performance
    • Training and Staff Development
  • A Closing Comment

Chapter 13
By Bob Denis, Maureen Vavra, and John Dick

  • Building Blocks for a Strong Budget
  • Relationships and Budgets
  • Budget Feeds: Significant Influencing Factors to Consider
  • Partitioning Your budget
    • Capital Expenditures
    • Strategic Vs. Sustaining Capital Expenditures
    • Expenses
    • Headcount Budget
  • Ratios and Operating Metrics
    • IT Spending as a Function of Revenues
    • Other Useful Ratios and Metrics to Consider
  • A Simplified Budget Generation Process
  • Managing the Budget
  • The Budgeting Toolkit
  • IT Expense Distribution
  • Conclusions

Chapter 14
Marketing the Value of Information Technology
By Judy Armstrong and Steve Zoppi

  • Chapter Overview
  • The Importance of IT (to Everyone)
  • The Plan
    • PEST and SWOT (Conceptual Overview)
    • Plan Outline
  • Assessing the Value Chain
  • Operational Excellence: how Will They Know You Are Excellent?
  • Walking the Talk
    • Making It Your Policy
    • Success Stories in Effective Communication
    • Customer ecCentricity?
    • Highlighting the Basics
  • Marketing Advocate: The Credible Individual
    • People
    • Process
    • Technology
    • The Right Person for the Job
  • Borrowing From Established Best Practices
  • Marketing Consistency
  • More Marketing Vehicles
  • Conclusion

Chapter 15
The Metrics of IT: Management by Measurement

By Shel Waggener and Steve Zoppi

  • CFO- Credible Financial Obfuscation
  • CEO- Cross Examining Opportunity
  • Back to Basics- Breaking the Cycle
  • Management by Measurement- Keep It Simple
  • Quality Over Quantity- Always
  • The Wheel Already Exists
  • Money Metrics- You Are What You Eat
  • Automate IT
  • The balanced Scorecard
  • Service-Level Agreements
  • Some Final and Initial) Thoughts

Chapter 16
Ladder of Business Intelligence: A Systematic Approach to Success for Information Technology

By James E. Cates

  • Business Intelligence
  • The Ladder of Business Intelligence
  • Defining the Stages of the LOBI
    • Value in Moving Up the LOBI
    • The LOBI Business Odyssey
  • Using The LOBI Model
    • Meaning of the LOBI Rating
    • Using the BRIA Methodology
    • Productivity and LOBI Rating
    • An Example Using the LOBI Model
    • Approach Using the LOBI Framework
  • Summary

Chapter 17
Communities of Practice: Continuing the Learning

By John Moran and Lee Weimer, Community of Practice Facilitators

  • Overview of the CoP
  • The Silicon Valley CIO Community of Practice (CIOCoP)
  • Finding a CoP


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The Quest for “Lights Out”: Data center automation in distributed environments.
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IT Services
Costs, Metrics, Benchmarking, and Marketing: Delighting IT customers: your real-world, start-to-finish guide
CIO Wisdom II
More Best Practices from Leading IT Experts
IT Architecture Toolkit
Less theoretical, more practical approach to developing and implementing enterprise architecture.
IT People
Doing More with Less. Best practices for managing the people within the IT organization.
Data Warehousing
Architecture and Implementation: A start-to-finish process for deploying successful data warehouses
Building Professional Services
The Sirens’ Song: A comprehensive guide to creating a professional services organization
IT Problem Management
The complete “best practices” guide to IT problem resolution.
IT Organization
Building a World-Class Infrastructure.
IT Web Services
A Roadmap for the Enterprise: Architectures, platforms, roles, business models, and deployment realities.
Software Development
Building Reliable Systems.
IT Production Services
Building Competitive Advantage: Describes one of the most important functions of an IT infrastructure
Managing IT as an Investment
Partnering for Success: Maximizing the value of technology—and the success of your IT organization.
High Availability
Design, Techniques and Processes: The complete how-to guide for maximizing availability of enterprise systems
IT Systems Management
Design, Implement, and Manage World-Class Infrastructures.
Technology Strategies
Managing technology, value, and change in the new economy.
Web-Based Infrastructures
A 4-D Framework: Maximize the value of your next Web-centered initiative.

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