22/05/2012

1

PART 1: THEORY AND PRACTICE OF CIO

Prof. Dr. Toshio Obi Director, Waseda University Institute of

e- Government, Japan

Course Structure

a. Defining roles, skill sets, and responsibilities of Senior Officials, IT staff and stakeholders as well as CIO

b. Linkages and interrelationships among CTO, COO, CIO, and CFO functions

c. Competency testing and evaluation - standards, certification, and performance assessment

d. Capacity building－Human resource developmente. Principles and practices of knowledge management and IT

Investmentf. Consumer/citizen information services (e-Government/e-

Municipality/ Electronic Commerce)g. Socio-economical issues-CIO for Crisis, Disaster and

Environment management h. World trends on CIO activities in Public and Private sectors

22/05/2012

2

TEST

a. roles, skill sets, and responsibilities of CIO

22/05/2012

3

2012/5/22 5

Changing roles of CIOsemerging 4th generation of CIOChanging roles of CIOsemerging 4th generation of CIO

In the 1980s – 1st generation of CIOs are chief information officers whomanage information systems and information distribution in offices.

The CIOs is “the Chief Information Officers whose main activities are to plan and implement management

and business strategies on ICT.”

In the 1990s -2nd Generation of CIOs are information officers who planand implement information strategy as part of management strategies.

In the 2000s – 3rdGeneration of CIOs are innovative chief informationofficers who focus on “management” and “strategy” as a mediatorbetween ICT and Management departments.

Organisation centred Position power Rule centred Independent action Status quo oriented Process/funct. oriented Centralised Departmental form Budget driven Monopolistic

Citizen centred Leadership People centred Collaboration Change oriented Results oriented Decentralised Non-departmental

forms Revenue driven Competitive

BUREAUCRATICORGANISATIONS

POST-BUREAUCRATICORGANISATIONS

1995 2007

New Organisation Model with ICT

Source : John Wilkins, Commonwealth Secretariat, who adapted from Ken Kernaghan, Brian Marson & Sandford Borins (2000): The New Public Organization; Toronto: IPAC.

22/05/2012

4

Strategic Management: promoting e-government reform and business innovation in every sector

Risk Management: Reducing the damage of natural disasters with BCP and cyber security

Knowledge Management: sharing knowledge and intellectual property

E-governance Management: establishingexcellent governance and compliance

Environmental Management: promoting Green IT and solution for the global warning

the role of CIOs in 5 management fields:

2012/5/22 8

Ideal Model of CIO

Capable Expert both in “information system” and “users’ side/ project mgt” to the new areas:- Security／IPR／Compliance／

Knowledge and Assessment Usage of New business models～

ERP,EA,SCM,CRM Directorate and full-time ー candidate

for ”next” CEO/ More authority

22/05/2012

5

9

CIO for ICT

Qualitative change of CIO after IT revolution New role of CIO as follows: Leadership and communicative competence shifting to business management Project management Enterprise Architecture Security Risk Management Knowledge Management Disaster Prevention Environment

2012/5/22 10

Scope and Targets of CIO ActivitiesThe highest level leaders in e- government/e-

business e-Procurement strategy and talentsSpecialists in the field of information securityPlanner and Overseer of ICT budgetStrategist for environment protection and

disaster reduction Creator of business innovation and solution

22/05/2012

6

GCIO Responsibilities– National ICT Master/ Strategic Plan– National e-Government Plan– Organizational ICT Master/Strategic

Plan– Government Vision and Policy– Public Awareness– Develop e-Government strategic plan– Coordinate e-Gov Strategy– Push Strategy in ICT Plan– Involvement in ICT Master Plan– Involvement in ICT Policy Plan– Determine e-Government Policies– Build up ICT Operational Staff/Team– Determine Regulatory Structures– Involve in ICT Problem Solving– Enhance Internal Administration– Promote Transparent Decision-Making– Foster e-Democracy

Political Leadership Build up Leadership Government information infrastructure Develop ICT Operation Center Share ICT Resource Planning Government Information and Network

Integration Facilitate Social Inclusion Maturity of Website Development ICT Monitoring and Evaluation Plan ICT Integration management ICT budget management Allocate ICT Financial Resource ICT Outsourcing technique

GCIO Responsibilities (Continued)– EA– e-Government Service Kiosks– On-line Services– Seamless: Total integration of e-functions

and services across administrative and departmental boundaries.

– Enhanced : Content and Information is updated with greater regularity

– Emerging: A government web presence is established through a few independent official sites. Information is limited, basic and static.

– Interactive : Users can download forms, contact officials, and make

– Transactional: Users can actually pay for services or conduct financial transactions online.

– Deliver Programs and Services– Enhance e-Services more accessible– Enhance Interface with Citizens– Enhance Internet Access– Develop Services for Citizens Choices

– Departmental intranet– Develop Citizen

Responsiveness– Info security

• Cyber Security• Cyber Laws

– Enterprise Architecture– CIO/ICT unit– CIO formal appointment– GCIO Roles and

Responsibilities– Use Computer by yourself– e-Government Capacity

Building Program– ICT training unit and

management– Self-interest in ICT– ICT career path promotion– Contribute to ICT

Empowerment– Being trained as a Specialist in

ICT

22/05/2012

7

13

Information

Intelligence

Investment

Innovation

4 I :New CIO

b. linkages and interrelationships among CTO, COO, CIO, and CFO functions

22/05/2012

8

15

CKO(Chief Knowledge Officer)Knowledge Management

CKO(Chief Knowledge Officer)Knowledge Management

CTO(Chief Technology Officer)BPR, Hardware, Software

CTO(Chief Technology Officer)BPR, Hardware, Software

Expanded Roles of CIO

CRO(Chief Risk Officer)Risk Management

CRO(Chief Risk Officer)Risk Management

CIO(Chief Information Officer)

CAO(Chief Asset Officer)Investment on asset

CAO(Chief Asset Officer)Investment on asset

CEO

16

Core Competences for CIO to work with CFO/CTO/CKO

CTO／CRO／CFO／CKOCore Competences for Total I CT Strategy

ITservices

/EA/CR

M/

e-Governm

ent/e-M

unicipality

Security / MO

T/ R&

D

Leadership / Communication / Global Standard / knowledge Management

Core CompetencesCore Competences

CFOProcurement ManagementSystem ArchitectureIT Investment

CTOManagement Strategy

Intellectual PropertyMOT / R&D

CKOPolicydecision-making processKnowledge Management

CROProject Management

Risk Management

22/05/2012

9

Ubiquitous Society forPeople with long and healthy

lives(Silver ICT) Safe and secure (CIO for BCP)Diverse work styles Contributing to resolve global

environment issues (Green ICT) ICT for M-community

With Social and Technological Innovation Paradigm shift of CIO in Information Society

- standards, certification, and performance assessment

c. competency testing and evaluation

22/05/2012

10

19

20

2008-Clinger Cohen Core Competencies

1.0 Policy and Organization 2.0 Leadership / Management 3.0 Process / Change Management 4.0 Information Resources Strategy and Planning 5.0 IT Performance Assessment; Models and Methods 6.0 IT Project / Program Management 7.0 Capital Planning and Investment Control 8.0 Acquisition 9.0 e-Government 10.0 Information Security / Information Assurance 11.0 Enterprise Architecture 12.0 Technology Management and Assessment

22/05/2012

11

Policy and Organizational Leadership/Managerial Process/Change Management Information Resources Strategy and Planning IT Performance Assessment: Models and Methods Project/Program Management Capital Planning and Investment Assessment Acquisition E-Government / e-Business /eCommerce IT security/information assurance Quality Assurance Enterprise Architecture Advanced Enterprise Architecture Services Oriented Architecture Technical Web Service Technology Presentation Tools and Technology

GCIO Core Competencies

Leadership Competences JourneySTAFF LEVEL C LEVEL

IT staffIT managers IT Senior

LeadersIT function Head CIO

TransformationalCIO

Business Strategist CIO Comparable CEO

Proactive

Active

Reactive

22/05/2012

12

－human resource development

d. capacity building

Practices and Lessons Learned from CIO Course at Waseda UniversityCooperation with APEC to Establish Global Education Network

1. CIO program for global HRD plan The importance and priority of high level IT

manpowers in “ e-Japan strategy” and “World Information Society”

Need of developing CIO activities in e- government The idea of “ e- community” and strengthening the

role of CIO mechanism forged by government and private sectors

Cooperation with APEC to produce the CIO with world class standard

Collaboration among government, business and academia to establish the post-graduate level curriculum for CIO training

22/05/2012

13

Goal of CIO Course

Targeting the public in developing professional education of IT Business / technology

Cultivating CIO and IT management resources in e-government and institutions

Training specialists in CTO, CKO and risk management (CRO) as expanded role of CIO

Establishing effective collaboration among business, government and academia

Cooperating to educate and cultivate CIO talents in the Asia/ Pacific area

Practices and Lessons Learned from CIO Course at WasedaUniversity

GITS(Global Information &

Telecommunication Studies)

Institution of e-Government[Director: Toshio OBI]

Graduate School Comprehensive Research Council

CIO/ IT Course[Head: Toshio OBI]

2-year-Master Program

APEC e-Government Research Center

[Director: Toshio OBI]

MIC, METI APEC, ITU, PECC

22/05/2012

14

2 year Master Degree Program

Japanese/English

4th Semester TR43rd semester TR3 P2nd semester TR2 AB1st Semester TR1 AB

Theme Research (4) 16 credits4 credits for per semester

Practice 2 creditsAdvance subjects (6) 12 creditsBasic subjects (5) 10 credits

total 40 credits

APEC GCIO Training Model

22/05/2012

15

APEC CIO training model: training schemes

Basic Standard Advanced

foundation level standard modules of IM and IT implementation in the applied environment

focus on enterprise architecture, solutions and standards

Awareness of GCIOGCIO Roles and

ResponsibilitiesProcess / Change

ManagementPolicy and OrganizationInformation resourcestrategy and Planning

e-Services DevelopmentIS ManagementIT ManagementGovernment Information and Network IntegrationGCIO Networking and InstitutionalizationICT Project Management

Enterprise Architecture and SolutionWeb-service TechnologyCustomer Relationship ManagementSystem ErgonomicsIPR ManagementCIO University

APEC CIO training model: Courses tailored to Education Background

Managerial Background Technical Background Managerial and Technical Background

1 Process /Change Management Process /Change Management Leadership/Managerial

2 Policy and Organizational Information Resources Strategy and Planning

Process /Change Management

3 Leadership/Managerial Policy and Organizational IT security/information assurance

4 Information Resources Strategy and Planning

Leadership/Managerial IT Performance Assessment: Models and Methods

5 e-Business / e-Commerce/ e-Government /

IT Performance Assessment: Models and Methods

Information Resources Strategy and Planning

6 Capital Planning and Investment Assessment

Project/Program Management Policy and Organizational

7 Project/Program Management IT security/information assurance

e-Business / e-Commerce / e-Government

8 IT Performance Assessment: Models and Methods

Application and System Support Project/Program Management

9 IT security/information assurance Capital Planning and Investment Assessment

Application and System Support

10 Office Automation Management e-Business / e-Commerce e-Government /

IPR Management

22/05/2012

16

31

9 Merits e-Learning Technologies

1. Promotion of e-learning is essential to enhance international competitiveness

2. Application of business management models to e-learning is a key for success.

3. Digital society with e-learning programs brings about synergy effect on regional economic development

4. Technological Innovation in e-learning contributes to Technology – oriented community development

32

5. Information security issue is an emerging agenda.

6. Manpower development in ICT is important to realize the Digital opportunity.

7. Strengthening competitiveness by increasing ICT investment in e-learning.

8. e-Democracy could be achieved by the participation of e-people via e-learning.

9. Leadership is needed to establish a national e-learning framework.

22/05/2012

17

e. principles and practices of knowledge management and IT Investment

Knowledge Management

Knowledge Management (KM) is the strategy, processes, and technology employed to enable an enterprise to acquire, create, organize, share, and make actionable knowledge needed to achieve the vision of the enterprise.

22/05/2012

18

KM Principles

1. Knowledge management is expensive2. Effective management of knowledge

requires hybrid solutions of people and technology

3. Knowledge management is highly political4. Knowledge management requires

knowledge managers5. Knowledge management benefits more

from maps than models, more from marketsthan from hierarchies

KM Principles

6. Sharing and using knowledge are often unnatural acts

7. Knowledge management means improving knowledge work processes

8. Knowledge access is only the beginning9. Knowledge management never ends10. Knowledge management requires a

knowledge contract

22/05/2012

19

Four Modes of Knowledge Conversion (Nonaka and Takeuchi 1995)

TacitKnowledge

Dialogue

Socialization Externalization

Ba

SympathizedKnowledge

ConceptualKnowledge Linking

ExplicitKnowledge

OperationalKnowledge

SystemicKnowledge

Internalization Combination

Learning by DoingExplicitKnowledge

the business process context for KM

Operational Core Knowledge

Knowledge Storage

and Retrieval

Workflow execution

Decision-Making

Information Processing

Motivation Structure

Knowledge Sharing

Knowledge Synthesis

T.S. Raghu, A. Vinze, 2007

22/05/2012

20

mapping KM investmentsidentify create store share use

Intr

a-an

d In

ter-

Org

aniz

atio

nal

Dom

ain

Gro

upin

divi

dual Competences, Employee Learning

and Development

Yellow pages

Innovation,Synergies,Creativity

BusinessIntelligence

Benchmarking

Data Warehouse

Communitiesof Practice

Internet

tacit

tacit

tacit

explicit

explicit

explicit

Source: Adapted from C. Despres and D. Chauvel. 2000., edited by D. Marchand and T. Davenport.

The Select/Control/Evaluate Approach

Select Phase

• Screen

• Rank

• Select

Control

Phase• Monitor

progress

• Take

corrective

actions

Evaluate

Phase• Conduct

reviews

• Make adjustments

• Apply lessons

learned

How do you knowyou have selectedthe best projects?

How are youensuringthat projectsdeliverbenefits?

Are the systemsdelivering whatyou expected?

22/05/2012

21

ITIM Maturity Stages and Critical Processes

Stage 5Leveraging ITfor Strategic

Outcomes

Investment Process Benchmarking

IT-Driven Strategic Business Change

Stage 4Improving

InvestmentProcess

Post-Implementation Reviews and Feedback

Portfolio Performance Evaluation and Improvement

Systems and Technology Succession Management

Stage 3Developinga CompleteInvestment

Portfolio

Authority Alignment of IT Investment Boards

- Portfolio Selection Criteria Definition - Portfolio Development- Portfolio Performance Oversight - Investment Analysis

Stage 2Building theInvestmentFoundation

- IT Investment Board Operation - IT Asset Tracking - IT Project Oversight - Business Needs Identification for IT Projects- Proposal Selection

Stage 1Creating

Investment Awareness

IT Spending without Disciplined Investment

Processes

(e-Government/e-Municipality/ Electronic Commerce)

f. consumer/citizen information services

22/05/2012

22

e-Government Definition

e-Government refers to “the use by government agencies of information communication technologies (such as Wide Area Networks, the Internet, and mobile computing) that have the ability to transform relations with citizens, businesses, and other arms of government”. (World Bank)

e-Government is aimed at promoting:

The resulting benefits

less corruption, increased

transparency, greater convenience, revenue

growth, and cost reductions.

(1) better and more efficient

administration

(2) more effective inter-administration and administration–

enterprise relationships

(3) user-empowering servicing and more

transparent access of citizens to political decision-making

Based on Misuraca, 2009

22/05/2012

23

E-government interaction modes

G

C

BG