A contributed volume, this book was written by practitioners who handle both the day-to-day and longer term challenges that Information Technology (IT) departments and their parent businesses face. It is a hands-on, practical application, IT desk reference written in lay terms for business people and IT personnel alike. There are no lofty theories or references to hypotheses. This is a book that will help individuals understand how to assist companies establish standard practices so they may become more effective and efficient. It provides guidance on how a business person and IT can work together to maximize business value. It also addresses the Chief Information Officer managing and running IT as a business so that the IT department may become a full strategic partner in the organization's crucial decisions.

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.

Preface xi

Introduction xv
Regis McKenna

Is the CIO Ready for This New World? xx

PART ONE: PEOPLE

Chapter 1: Collaboration and Teamwork 3
Robert Slepin

Signs, Symptoms, and Root Causes 4

Modeling the Way 4

The IT Leadership Team Is Critical to Success 5

Developing Teaming Skills throughout IT 7

Recruiting for People Skills 8

Setting Clear Direction 8

Communicating Effectively 10

Summary 11

Chapter 2: Recruiting Best Practices 13
Walter Bacon

Internal Recruiters 15

Networking 16

Partners 17

Selecting a Partner 18

Working Effectively with Your Partner 20

Plan for Flexibility 22

Envision Your Ideal Team 22

Interpreting Resumes 23

Interviewing 25

Selling Yourself, Your Team, and the Company 27

Checking Credentials 28

Summary 31

Chapter 3: Career Pathing: Retaining and Developing Your Best and Brightest 33
Art Klein

Introduction: The Challenge of IT Staffing 33

The Role of the CIO 34

The Career-Pathing Solution Space: Depth, Breadth, Clarity, and Flexibility 35

Finding Your Place in the Solution Space 41

Conclusion 43

Chapter 4: Why Provide Professional Development to IT Professionals? 45
John Moran, PhD

Types of Professional Development 46

Recommendations for the CIO and Other Executives 49

Conclusion 49

Chapter 5: Skill Building for the IT Professional: Training, Training Plans, and Maintaining Skills 51
Rossella Derickson

Developing the Training Plan 52

Conclusion 57

Chapter 6: Retain Your Talent by Creating a Fun, Engaging Culture 59
Baron Concors

Show Respect 61

Reset Expectations 62

Relate to Your People 62

Remove Hierarchies 63

Recognize 63

Relax 64

Summary 64

Chapter 7: The CIO Career Guide 65
Mark Wayman

You’re Fired! 65

Help Wanted 66

Representation from an Executive Placement Firm 67

The Resume—It’s Just a Bookmark 69

The Interview—No Second Chance for First Impressions 71

Closing the Deal—Never Fight over Nickels 72

Career Tips for CIOs 72

Conclusion 73

PART TWO: PROCESS

Chapter 8: Strategic Alignment 77
Tim Campos

Framework 78

Building the Strategically Aligned Organization 83

Conclusion 85

Chapter 9: Developing an IT Strategy 87
Mark Egan

Overview 88

IT Strategy Methodology 88

Summary 101

Chapter 10: Competitive Applications of Technology 103
Michael Skaff

An Early Pioneer 106

Differentiation in Education 108

Music Making 109

Summary 110

Chapter 11: A New Paradigm for Managing a Suite of Business Processes Inexpensively 113
Charles Follett and Jeff Goldberg

What We Should Be Doing 114

Case Management 120

Conclusion 122

Chapter 12: Information Technology Portfolio Management 123
Pamela Vaughan

What Is Information Technology Portfolio Management? 123

Understanding What ITPM Is Not 125

ITPM Process 125

ITPM Best Practices 127

ITPM Benefits 128

Conclusion 128

Chapter 13: A Beginner’s Guide to the Software Development Life Cycle 129
Stuart Robbins

Case Study: Project X 130

The First Meeting 131

The Experiment 133

The First Obstacle 133

The Second Obstacle 134

Conclusion 135

Summary 136

Chapter 14: Office of the CIO 137
Makarand Utpat

Situation 138

IT Strategy Creation Process 139

Creating Project Proposals as a Result of Driving an IT Strategy 140

Recommendations and Current Status 143

Lessons Learned 144

Conclusion 147

Chapter 15: Requirements 149
Allyn McGillicuddy

Solution Requirements Specification 150

Requirements Management Risks 150

Stakeholder Management 151

Quality Requirements 152

Emergence of Prototyping for New Requirements 152

Dynamic Systems Development Methodology 156

Managing Requirements with the Unified Development Process 157

Agile Requirements Management 158

Agile Requirements Management: Iteration 0 161

Feature-Driven Development 162

Requirements Management Tools 162

Requirements Management Systems 163

Conclusion 163

Chapter 16: Project Risk Management 165
Sam Chughtai

A New Age of Risk Management in a Global, Interconnected World 165

Why Project Risk Management? 165

Key Executive Challenges 166

Conclusion 170

Chapter 17: Project Cost Estimation 171
Subbu Murthy

Concepts 172

Cost Estimation Tools and Techniques 172

Cost Estimation Process 174

Summary 175

Chapter 18: Managing Project Quality 177
William (Liam) Durbin

Instituting Project Quality 178

Conclusion 185

Chapter 19: Project Reviews 187
Subbu Murthy

Concepts 188

Types of Project Reviews 189

Project Review Process 192

Summary 192

Chapter 20: Compliance 195
Gary Kelly

Regulatory Compliance 196

Procedural/Policy Compliance 197

Security 197

Hackers and Outside-the-Network Attacks 200

Summary 202

Chapter 21: Service Management 203
Himanshu Shah

Service Management Life Cycle 203

What Is Service Management? 207

Service Delivery Models 213

Conclusion 216

Chapter 22: Balancing IT’s Workload 217
David Blumhorst

IT Work Comes In through Many Chaotic Channels 217

Resource Allocation Myths 219

Organizing Demand for Work by Scale 220

Planning IT like a Manufacturing Floor 222

Different Techniques for Different-Size Departments 222

Keys to Success 225

Conclusion 225

Chapter 23: Outsourcing and Offshoring 227
Jeff Richards

Reasons to Outsource 228

What to Outsource 228

Strategic Framework for Global Sourcing 230

Using the Strategic Framework for Global Sourcing 232

The Outsourcing Process 233

Conclusion 239

PART THREE: TECHNOLOGY

Chapter 24: Information Technology Portfolio Management 243
Louis Carr, Jr.

Why Is IT Portfolio Management Necessary? 244

Implementing IT Portfolio Management 246

Measuring Effectiveness of IT Portfolio Management 248

Conclusion 249

Chapter 25: Strategic Information Security Management 251
David Finnis

Information Security Business Alignment 251

Data Protection 255

Information Security Management Systems 259

Summary 262

Chapter 26: From Vision to Reality: Implementing Information Security 263
John M. Millican

Enterprise Information Security Architecture: Bridging the Conceptual to the Actual 263

Tools of Information Security 264

Conclusion 275

Chapter 27: Business Continuity Planning 277
Dave McCandless

Defining the Need for BCP 278

Process of Continuity Planning 279

Strategic Value of BCP 283

What BCP is Not 284

Emerging Technologies and BCP 285

Summary 287

Chapter 28: Overcoming the ‘‘Computer Guy’’ Stigma: A Perspective on Why Being Involved in Your Web Strategy Matters 289
Kevin L. Soohoo

Purpose 290

Keyword Capitalization and Competitive Landscape 292

Social Media 293

Conclusion 294

About the Editor 295

About the Contributors 297

Index 307