Chief Information Officer's Body of Knowledge

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.

"The?Chief?Information?Officer's Body of Knowledge is stuffed full of great information offered up in very practical terms giving the reader every confidence they can replicate or adapt the ideas themselves." (thehigheredcio.com, March 2012)

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