CIO Corner: Leadership/Management CHECO Meeting Wed., April 9, 2008, 9:15–10:00 AM Pat Burns, CSU Mike Nicholson, ASC Derek Wilson, CSM

CIO Corner: Leadership/ManagementCHECO MeetingWed., April 9, 2008, 9:15–10:00 AMPat Burns, CSU

Mike Nicholson, ASC

Derek Wilson, CSM

Wed., April 9, 2008 CIO Corner at CHECO 2

Outline

Discussion – the role of a CIO A CIO’s 5 questions for any project The 4 C’s of a CIO IT Governance Staffing


Panelists and Roles at their Institutions Pat Burns, CIO at CSU

Large, public, research institution Highly decentralized IT environment

Mike Nicholson, CIO at ASC Small, public, academic institution Highly centralized IT environment

Derek Wilson, CIO at CSM Small, public, focused, research institution Centralized IT environment


Discussion – the Role of a CIO Responsible for effective IT governance Interfacing with

The administration The faculty The students External constituents (DHE, etc.)

Managing the IT environment Serving as a political buffer Minimizing administrative burden on IT staff Ensuring projects are strategically aligned with institutional

goals and objectives Ensuring a proper culture – customer service


The Most Important Attributes of a CIO Honesty Integrity Leadership Mentoring Open, frank communications, “open door” Recognition of IT as a support area Judgment

Understanding issues in context (“the big picture”), political dimensions/consequences, etc.

Resolving disagreements and problems Escalating issues when appropriate to senior management and

committees Ensuring adequate discovery and dialogue before embarking

upon a new initiative


A CIO’s 5 Questions for any Project Are the project objectives aligned with the

institution’s strategic imperatives? How does the project benefit the

academic/research environment? How are the systems secured? How are the data secured? How can it be implemented so as to minimize

ongoing staff support?


Then

“OK, staff, go forth and do good work.”

In other words, “CIO, get out of the way, and let the experts shine.”

Also, have an excellent budget officer, who will keep you straight with finances (out of jail) and audit issues (out of hot water)


Keep the ‘Ship Under Way’

A modern IT environment at an institution of higher education must be progressive Should always have a ‘new’ project underway, or

at least be planning for a new project Sometimes have to shed an older service in order

to accomplish this Use a good governance structure to help make

these decisions More later


The 4 C’s of a CIO – Version #1 Communication Cooperation Commitment

Putting in the time to do it right Caring

About the institution, and about individuals at the institution


The 4 C’s of a CIO – Version #2 Communication Communication Communication Communication

The one thing that we are accused of doing very poorly…


Communication Example 1

Maintenance notification: The system is going down for maintenance to apply patch 3.759.42b, requiring a system reboot and a database reboot. The system will be down to patch the OS, the file system, and the drivers for the SAN.


Another Version

In an effort to provide you a better RamCT environment, we will be taking the system off line for maintenance from 7 AM to 9 AM on Saturday morning to apply a patch that will improve system stability, and improve download speeds. We have diligently tested the patch, and expect no problems. Should you experience any problems afterwards, please do not hesitate to contact the help desk at 555-help. Thank you for your support as we improve our IT environment.


Peter Drucker

Are we doing the right things?

Are we doing things right?

ALWAYS periodically measure both aspects via evaluation forms and surveys On-line surveys OK, but augment with less ‘sterile’

phone interviews and focus groups We all know we need to do this, but don’t do

enough of it


Discussion – Role of a CIO


IT Governance

Driven/determined by institutional culture To set and manage strategic directions High administrative support

Policy-setting committee chaired by the Provost/SVP The CIO is a member (maybe ex officio) Representative VP’s, Deans, Faculty Responsible for ‘wisdom’ – IT can be the wrong solution to

an ill-defined problem, especially of a ‘human’ nature Subordinate operational practice body chaired by

the CIO Both operate according to the “CIO’s 5 questions” Should keep minutes and policies – ‘transparency’


Discussion – IT Governance


Management

To implement the strategic directions determined by IT Governance

Management styles The 2 styles in which to manage workload and services

Charge back, setting rates so supply = demand Benefit is suboptimal, controlled by costs

Alignment & prioritization of initiatives, when centrally funded Prevent abuse of “free” resources

Both styles are equally bad & equally good At times, a mix achieves the best result

“Free core services,” charge for ancillary services: printing, materials, etc. driven by consumables

The most important factor is that the institution needs to choose, and it needs to be Aligned with the institution’s culture and environment

Typically, a 25-year cycle of flip-flop in styles


Management’s Accountability Are projects on time, and within budget

“One free pass” Are benefits of projects realized? Is complexity for the user minimized?

“Brain dead, dumb ass simple” is often the best approach

Its OK to put an appropriate level of responsibility on the user, and on decentralized IT staff


Discussion – Management Approach


Staffing

Is a resource, the most precious resource we have, that needs to be managed and supported Maintain a highly productive work environment Maintain high morale by not only doing good, but by

doing well Minimize ‘burn out’ Put staff in places where they can not only succeed

but thrive Be positive, rather than negative

Especially when implementing State Classified mandates, performance evals, etc….


Staffing (cont’d)

“Always make friends with someone you’d like to camp with.” – T. Roosevelt, circa 1900.

Hire people like ourselves – overachieving masochists!!! We are a self-selective group.


Managing Superior Staff

Hire the best Form a cohesive management team Invest in and spend time with your best/strongest staff, not the

problem/weakest staff – return is much greater Point them in the right direction

Be Socratic – ask questions so as to ensure in your mind and your ‘gut’ that the approach is viable and correct

Get out of their way Often, this latter is the most difficult for managers, ceding control

Make sure we learn from our mistakes Good CIO’s acknowledge and accept blame for mistakes


Other Management Practice

Ensure staff understand and appreciate how the project or effort benefits the campus

Give staff interesting, new projects Encourage and support staff development Offer opportunities for advancement

Strategically target overachievers for upgrades Balance the budget by hiring at lower levels, and bringing

staff up through the ranks (depends on institutional culture/practice)

Fund staff appreciation events (tax deductible)


Blame and credit

Failures are yours to own, not your staff’s

Successes are your staff’s, credited by you to them, freely and gratefully

However, occasionally, you should challenge them privately, “We can do better here, and we should be doing better here, to the benefit of the institution.”


Discussion – Staffing

One size does not fit all


Q&A

Questions are most welcome

Thank you for your attention

Documents

CIO Corner: Leadership/Management CHECO Meeting Wed., April 9, 2008, 9:15–10:00 AM Pat Burns, CSU Mike Nicholson, ASC Derek Wilson, CSM