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This document discusses the rationale and approach for implementing IT dashboards. IT dashboards can provide an integrated view of various IT management tools like helpdesk, change management, and project management. This is needed because current solutions are fractured and costly, using different tools for each function. The document recommends building IT dashboards that are compliant with ITIL but not overly complex, using commonly available business intelligence platforms. Sample dashboards are available but not included in the document. Dashboards can help facilitate governance, provide transparency, and enable efficient triaging and resource management across tools.
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This document summarizes key points from a presentation given by Keith Golden to the OC CIO Roundtable on the evolving role of the CIO. It discusses the changing macroenvironment facing CIOs including trends in demographics, technology, and skills needed. It also outlines evolving models of the CIO role from technical manager to strategic leader and partner to the business. The document advocates that CIOs focus on leadership, relationships, communication and driving enterprise-wide innovation and value.
OC CIO BYOD
This document discusses bring your own device (BYOD) policies and managing security risks. It provides an overview of a presentation on BYOD given to an Orange County CIO Roundtable. The presentation addressed how widespread BYOD is, common risks, how enterprises are dealing with it, available tools to manage BYOD, and how to balance access and security. It also defined several BYOD-related acronyms and discussed major security concerns, policies that are evolving, and considerations for developing a BYOD program.
CIO RoundtableIot IOT
The document discusses the Internet of Things (IoT) and how it relates to uniquely identifiable objects and their virtual representations. It notes that the IoT concept was originally coined by MIT and refers to tagging objects using technologies like RFID, barcodes, and QR codes so that they can be managed by computers. It provides examples of how the IoT is expanding, with predictions of 50 billion connected objects by 2020. Specific applications discussed include supply chain monitoring, fleet management, smart metering, home automation, and boat monitoring. It also touches on how the IoT is driving increased data collection and a need for real-time data analysis to identify patterns and issues.
Technology business management_7.13
The document discusses technology business management (TBM) and provides an overview of the key concepts. It describes TBM as a discipline for maximizing the value of IT investments through transparency and collaboration between technology leaders and business partners. The TBM framework focuses on optimizing spending on running the business versus changing the business. The document also outlines the five disciplines of the TBM framework and provides examples of how companies can use TBM approaches like service cataloging and costing to improve decision making.
Erp governance methodology and case studies v rjt
This document outlines a structured methodology for managing an ERP system through its entire lifecycle including selection, implementation, optimization, and maintenance. It discusses setting up an ERP governance program, selecting the right ERP through a multi-step process focusing on criteria and evaluation, launching the system in a phased approach starting with a pilot, optimizing processes on the new ERP, and establishing an ERP competency center for ongoing maintenance.
Controlling project costs
Jon Grunzweig gave a presentation on controlling project costs. He discussed how projects often go over budget and past deadlines due to a lack of accountability and oversight. Grunzweig emphasized the importance of having an accurate project plan, accountable time tracking, and timely status reporting to keep projects on track. He also noted common areas where estimates fall short, such as testing and rework, and stressed measuring success rates to improve estimates over time. The key, according to Grunzweig, is having the right systems and processes in place to monitor costs and catch issues early.
CIO Branding
The document discusses the importance of branding and marketing for IT departments. It begins by outlining the risk of IT becoming irrelevant if it does not take control of its own brand. It then discusses what a brand is and provides examples of some of the world's most powerful brands. The document recommends that IT departments start the branding process by understanding who they are currently and who they want to be. It provides the Gartner framework for building an IT brand, including focusing on captive markets, expanding into adjacent markets, and externalizing the brand's impact. An example is given of how the County of Orange marketed its IT department. The document concludes by encouraging IT departments to communicate their brand message consistently to establish relevance within their organizations.
Google apps CIO Peer Group presentation
Google Apps provides cloud-based email, productivity, and collaboration tools. While cloud email currently makes up a small percentage of the enterprise email market, it is growing rapidly and expected to reach 20% by 2016 and 55% by 2020. The presenter discussed his experience migrating First Team Real Estate, a large real estate company, from an on-premise Exchange email system to Google Apps in order to improve email reliability, reduce costs, and leverage Google Apps as a competitive differentiator through improved collaboration capabilities. While the migration was more difficult than anticipated, reliability and security goals were achieved. Overall, the presenter believes moving to Google Apps was the right choice for First Team and should be considered by other companies.
CIO presentation aug 2012
The document discusses how IT departments are often leading innovation within companies due to their use of structured processes to manage new projects. It outlines a typical 4-step innovation process used by IT - identify problems or opportunities, ideate potential solutions, filter ideas, and implement the highest priority projects. While most companies recognize innovation is important for growth, few have dedicated innovation leaders or processes. The document suggests IT departments can influence the rest of their companies by helping other areas focus on strategic goals, generate and evaluate new ideas, implement projects, and assess their innovation capabilities.
Mobile security v2
The document outlines security best practices for mobile devices including using multifactor authentication with numeric, alphanumeric and biometric methods. It recommends encrypting data at rest, in transit and in use, as well as local password protection and minimal storage of data on devices. The document also suggests separating corporate and personal data on devices, including wiping specific data or entire devices if lost, and using device locators. Secure app development, file sharing restrictions and email access controls are also covered.
CIO Value Issue
The document discusses the challenges IT leaders face in obtaining funding for IT investments from business leaders. It notes that fewer than 1/5 of companies have a formal process for evaluating the costs and benefits of IT projects. To address this, the document suggests that CIOs look outside their own organizations, such as to industry surveys and journals, consulting companies, or software vendors in the industry, to help identify and quantify the potential value of IT investments.
Google apps cio peer group presentation
The document summarizes a presentation given by Joe Desuta, CIO of First Team Real Estate, about their experience migrating to Google Apps. It provides an overview of Google Apps features, benefits such as increased productivity and lower costs compared to traditional on-premise solutions. It also discusses First Team's IT environment prior to adopting Google Apps and their motivations for moving to the cloud-based solution.
Cio roundtable microsoft update - 9-8-11
Windows devices will run applications across different processor architectures like Intel, AMD, x86 and ARM. The document discusses rationalizing current infrastructure with IaaS, updating standard apps with SaaS, and using PaaS for future apps. It also lists unified communications, business intelligence, content management, collaboration and search as part of a unified productivity platform.
Cloud computing present
The document discusses cloud computing, including its benefits, concerns, and security implications. It provides an overview of cloud concepts like deployment models, delivery models, and characteristics. While cloud computing promises cost savings and scalability, security is a shared responsibility and organizations must understand the risks of transferring control of their data and infrastructure to a third party provider. Proper security measures, policies, and vendor oversight are needed to help protect organizations in the cloud.
Enterprise social networking v1.2
Enterprise social networks allow employees to communicate and share information in a social way within a company. They put consumer-facing social technologies behind the company firewall. Traditional corporate communication tools often exclude collaboration, ignore business systems, and are slow to adopt new features. An enterprise social network can help teams share ideas and experiences more readily, leverage existing business applications, and empower users to get work done quickly. Early adoption of these tools focuses on using them to provide context around business data and events from other systems to create real-time organizational knowledge. Integration with existing systems and a focus on approved use cases can help address concerns about inappropriate sharing.
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(๐๐๐ ๐๐๐) (๐๐๐ฌ๐ฌ๐จ๐ง ๐)-๐๐ซ๐๐ฅ๐ข๐ฆ๐ฌ
๐๐ข๐ฌ๐๐ฎ๐ฌ๐ฌ ๐ญ๐ก๐ ๐๐๐ ๐๐ฎ๐ซ๐ซ๐ข๐๐ฎ๐ฅ๐ฎ๐ฆ ๐ข๐ง ๐ญ๐ก๐ ๐๐ก๐ข๐ฅ๐ข๐ฉ๐ฉ๐ข๐ง๐๐ฌ:
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๐๐ฑ๐ฉ๐ฅ๐๐ข๐ง ๐ญ๐ก๐ ๐๐๐ญ๐ฎ๐ซ๐ ๐๐ง๐ ๐๐๐จ๐ฉ๐ ๐จ๐ ๐๐ง ๐๐ง๐ญ๐ซ๐๐ฉ๐ซ๐๐ง๐๐ฎ๐ซ:
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skeleton System.pdf (skeleton system wow)
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Occio
- 1. IT Dashboards Nov 11, 2010
- 2. Overview ๏ฌ Overview ๏ต What are IT Dashboards ๏ต Rationale ๏ต Approach ๏ต Technology ๏ฌ Sample Dashboards Copyrightยฉ TimeWarper, Inc. 2
- 3. Dashboards Copyrightยฉ TimeWarper, Inc. 3 Integrated Dashboards Helpdesk Mgmt. Problem, Ticket Mgmt. Change Mgmt. Project Mgmt. Asset Mgmt. Challenges ๏ฌ Current Solutions are fractured and costly ๏ต A different tool for helpdesk/ticket management ๏ต A separate tool/workflow for getting approvals/user feedback ๏ต A separate tool for project management ๏ต Multiple tools for configuration management ๏ฌ Integrating tools to provide a dashboard view is complex and expensive
- 4. Overview ๏ฌ Rationale ๏ต Facilitates Governance ๏ต Provides complete transparency ๏ต Provide efficient triaging and resource management ๏ต Integrates across multiple tool kits ๏ต Ease of Deployment, Ease of Use ๏ฌ A Pragmatic Approach Build IT Dashboards ๏ต Be (ITIL) compliant but not onerous ๏ต Customization through configuration modules ๏ต Use commonly available platforms (MicroStrategy, IBM Cognos, OBIEE, QlikView) ๏ต Be Modular โ dashboards are distinct from workflows ๏ต Use BI concepts โ example: managing project risk, costs Copyrightยฉ TimeWarper, Inc. 4 Why do we need Dashboards? Large enterprises rely on a plethora of tools to help manage their IT โ different toolkits for helpdesk, change management, project management, asset management, procurement, vendor management and compliance. In addition to high costs, the challenges of integrating these toolkits and developing meaningful measures for managing IT is a challenge. IT Dashboards provides an integrated view.
- 5. Life of a CIO Hollywood Version Perfect Business Strategy CIO Develops Perfect IT Strategy IT Steering Committee Approves Budget CIO Implements the IT Strategy All Stakeholders are Symbiotic 5Copyrightยฉ TimeWarper, Inc. BalancedScoreCard
- 6. Life of a CIO The Real World Deferred projects Project Delivery Pipeline STRATEGIC PROJECT REQUESTS NEEDNOW (TACTICAL) PROJECT REQUESTS CHANGE REQUESTS UPGRADES SUPPORT HELPDESK PROBLEMS TECHNICAL REQUESTS IT Infrastructure Mission Critical Apps Support Apps The IT Challenges โข Budget vs. Priority โข Wants vs. Needs โข Resources Versus Budget โข Infrastructure or Applications โข Now vs. Later โข Business value vs. IT Costs 6Copyrightยฉ TimeWarper, Inc.
- 7. How is the CIO Coping with IT? Copyrightยฉ TimeWarper, Inc. 7 MANAGEMENTGOVERNANCE Project Managers Formal PMO CIO is also the PM TS PM CC&M TS PM CC&MID TS TS: Ticketing System CC&M: Configuration Control and Management ID: Integrated Dashboards PM: Project Management
- 8. Stages of Maturity Copyrightยฉ TimeWarper, Inc. 8 EVOLUTION OFACIO Focused on Effectiveness Business Process Expert Focused on Revenue Market Expert Focused on Efficiency Technical Expert Operational Strategic Entrepreneurial Learn the Business Learn the Market
- 9. Sample Dashboards (Not included but can share it with any one via a Goto Meeting) Copyrightยฉ TimeWarper, Inc. 9
- 10. Copyrightยฉ TimeWarper, Inc. 10