The Path to CIO
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The document discusses the evolution of the Chief Information Officer (CIO) role, highlighting the shift from a reactive, IT-focused position to a proactive, strategic business-centric one. It outlines key competencies for effective CIOs, such as data-driven decision-making, strategic thinking, and team leadership, along with potential career paths towards becoming a CIO. Additionally, it emphasizes the importance of metrics for managing application development and software quality.
The Path to CIO
- 2. CAST Confidential 1 Our Speakers Justin Cerilli Financial Services & Information Officers Practices Russell Reynolds Associates Lev Lesokhin Vice President CAST
- 3. 2 Evolution of the CIO Role How CIOs Spend Their Time Key Competencies for best-in-class CIOs Career Paths to the CIO Agenda
- 4. 3 The Evolution of the CIO Reactive Then… Tactical IT-Focused Proactive Strategic Business-Focused Now…
- 5. 4 The Evolution of the CIO THEN… NOW… Reporting Line: CFO CEO, COO, CAO Responsibilities: • IT Infrastructure • IT Performance • Cost reduction • Corporate center IT • Shared Services • Outsourcing • Business productivity enhancement • Systems integration • Business performance • Customer insights • IT Performance Metrics: • Timeliness • Cost • Business KPIs Key Competencies: • Technical Skills • Hands-On Delivery • Relationships and Influencing • Strategic and Business Acumen
- 6. 5 Key Competencies Category Competency Description EXECUTION Results Oriented Delivers on IT initiatives faster and cheaper, and with more transparency to the business. Keeps business objectives in mind when making resource and capital allocation decisions. Establishes management and financial reporting systems to track expenses and ensure that milestones and schedules are met. Data Driven Keeps up to date with leading edge developments in technology and the industry. Gathers candid intelligence on competitors and how they leverage technology to their benefit. Decision-Making Makes tough decisions when needed. Is able to make decisions under conditions of high uncertainty/ambiguity. Replaces under-performers INFLUENCE Organizational Influence Involves and gains commitment of key stakeholders early. Pushes new enterprise system implementations to be accompanied by business process reengineering to help the organization maximize the benefits of the new system. Communication Makes the complex simple. Uses analogies/examples to communicate I/T and business process improvement initiatives. Helps educate senior management on how technology can create or extend competitive advantage. Creates an effective I/T governance model allowing the business to weigh in on which projects get funded. STRATEGY Establishing Vision & Direction Acts in advance of the market to position the IT organization for the future. Creates an I/T vision for the future that reflects his/her understanding of the changing marketplace and the way I/T can create competitive advantage. Strategic Thinking Regularly re-thinks the value chain in order to make the value I/T provides more compelling Understands what competitors are building towards and how they are using technology as a competitive advantage TEAM LEADERSHIP Creating A High- Performance Climate Champions new ideas that promise significant opportunities for improvement, regardless of their source. Publicly celebrates the achievement of key milestones; recognizes all who contributed. Building Talent Sponsors people for challenging first-time assignments to prepare them for broader roles.
- 7. 6 Application Developer Manager: Application Development Director / VP: Application Development Chief Information Officer Consultant Enterprise PMO Leader Director / VP: Application Development Chief Information Officer Marketing Director / VP: Application Development Chief Information Officer Finance Director / VP: Application Development Chief Information Officer CIO Career Paths
- 8. Because you can’t manage what you don’t measure Actionable Application Intelligence for IT Executives
- 9. CAST Confidential Market leader in Software Analysis & Measurement Ambitious Mission Rock Solid Foundation Market Leader Introduce fact-based transparency into application development and sourcing to transform it into a management discipline Broad market presence in Europe, North America and India Strongly endorsed by software industry gurus and long term investors Over $100 million of investment in R&D, driven by top talent in computer science and software engineering Pioneer and recognized market leader since 1999 CAST Research Labs the world’s largest R&D facility dedicated to the science of software analysis & measurement (SAM) Cool Vendor in Application Services “CAST metrics have become the de facto standard for measuring the quality and productivity of deliveries” - Helen Huntley, Research VP, Gartner
- 10. CAST Confidential CAST dashboards, reports & benchmarks 9 CAST Highlight Portfolio Analysis Size Complexity Risk Technical debt estimation Zero Deployment No centralized source code collection Portal results Full analysis report CAST Application Intelligence Platform Risk Drivers Robustness Performance Security Cost Drivers Transferability Changeability Alerts, trending, root cause analysis Discovery Portal Automated App Blueprint Discover, modernize and change applications Function Point Manager • Automated FP counts • Technical Sizing • Effort Estimation Function Point Changes Due to a Sequence of Change Requests 0 5 10 15 20 25 30 35 40 0 50 100 150 200 Cumulative Effort (Staff Hours) #FunctionPoints 1 52 3 4 Benchmarking Services Compare to industry business process and technology
- 11. CAST Confidential 10 10% 90% of downtime caused by 8% of system-level defects! Sources: Li, et al. (2011). Characteristics of multiple component defects and architectural hotspots: A large system case study. Empirical Software Engineering, 16 (5), 667-702. M. Leszak, et al. (2000). A case study of root cause defect analysis. Proceedings of the 22nd International Conference on Software Engineering. Los Alamitos, CA: IEEE Computer Society, 428-437.Economics of Software Quality, Jones & Bonsignour; Software Defect Analysis, An Empirical Study of Causes and Costs in the IT Industry, Kristiansen, NTNU; CAST Report on Application Software Health (CRASH) 2012, Curtis, Sappidi, & Szynkarskii. Focus on the software risk that matters to business Unit- Level Flaws System- Level Flaws % of apps defects % of repair effort 92% 8% 52% 48%
- 12. CAST Confidential Opinions 11 “CAST has the potential to change the application services market in a significant way.” Cool Vendors in Application Services, by Helen Huntley, VP Gartner Research “Large organizations derive considerable benefit from CAST, the leading product of its type.” Technology Audit, by Alan Rodger, Principal Analyst “CAST should be used to calculate the base metrics of the software quality SLA” Steve Hall, Managing Director. TPI Application Outsourcing Practice “Leadership and core competence in software measurement from an engineering perspective” Melinda Ballou, Research Director for ALM, 2011
- 13. CAST Confidential “In God we trust. All others bring data” Dr. W. Edwards Deming. Father of Quality Management and Lean Thinking Master “Applying the principles of lean manufacturing to ADM can increase productivity by 20 to 40 percent while improving the quality and speed of execution.” Ranjit Tinaikar, Principal, Head of NA IT Management Practice Copyright CAST 2011 12 Because what gets measured gets done
- 14. CAST Confidential Contact Information www.castsoftware.com blog.castsoftware.com @OnQuality slideshare.net/castsoftware Want to hear what else Justin Cerilli had to say? Visit: http://www.castsoftware.com/news-events/event/path-to-cio?gad=ss