• jimjr11

    Of course it all depends on who the CIO reports to. I’ve been unscrambling IT projects for over thirty years and in only one case was the problem IT. When we get the CEO to accept the CIO as a direct report our recommendation comes with a road map.

    When fully implemented the CIO is a true peer of the other officers and presents IT scheduling and priority setting to officers staff on a regular basis. I have to admit that going through one of these transformations is somewhat entertaining. The CIO is basically saying here’s what I have to spend, here’s what you’re (the officers and the CEO) are telling me to do, and here’s the requests for which there are no authorized dollars. Wha would you like me to do. Deer in the head lights the first few meetings.

    Also, because the CIO is a peer, if a project isn’t ready to start (requirements etc) he can yell out, the business hasn’t finished designing it, I’m not going to start building it until we now what it is.

    Lets not forget that the money belongs to the enterprise, the CIO should not be setting the priorities and the corporate bully shouldn’t be getting any more than he can justify. The officers should be competing for IT dollars based on the best return to the enterprise. Until the CEO is involved in the priority setting the squeaky wheel gets the oil, not the best value. Giving CIO’s advice their reporting relationship and culture can not support is just silly.