part 1: theory and practice of cio - waseda universitye-gov.waseda.ac.jp/images/cio class.pdf ·...
TRANSCRIPT
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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
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TEST
a. roles, skill sets, and responsibilities of CIO
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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.
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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:
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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
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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
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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
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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
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Information
Intelligence
Investment
Innovation
4 I :New CIO
b. linkages and interrelationships among CTO, COO, CIO, and CFO functions
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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
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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
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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
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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
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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
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-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
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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
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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
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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
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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
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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.
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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.
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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
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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
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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?
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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
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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
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E-government interaction modes
G
C
BG