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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