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IRM & IRM Planning Curt Pederson, CIO, State of Oregon 1997 Summer Institute for Public Health Practice
CIO : Life Choice or Genetic Predisposition? CIO Means “Career is Over” n 75% Turn-Over Rate Amongst State CIO’s n Resign, Fired, or Went into Treatment n
CIO’s Mission “Help agencies maximize the value, quality and use of their information resources. ”
IF IT Works Right, A. . . CIO can facilitate integration of IT across multiple departments or agencies n CIO can facilitate timely adoption of new technology n CIO can help ensure IT investments provide value n CIO can help position IT as a strategic weapon n
Oregon CIO Responsibilities n n n n Administration Planning & Review Systems Development Consulting Data Center IT Training/Education Telecommunications (GIS n n n Distance Learning Internet Services Video Conferencing Project Management & Oversight Legislative Agenda Marketing
CIO Attributes n n n n Imagination Leadership Vision Strategic Thinking Courage Change agent Champion Understand issues n n n Data bigot Maintains network of peers/stakeholders Interpersonal skills Ability to navigate in a complex organization Balanced—planning Vs. execution Fosters staff renewal
CIO Imperatives Willing to act! n Can take the heat! n It’s about people! n It’s about relationships! n It’s about focus! n It’s about communication! n It’s about value! n
The Value Proposition: Key questions n How has IT contributed to the mission? ä lower agency cost? ä increased sources of revenue? ä improved customer/citizen service? How will IT support the agency mission in the next 6 -12 -18 - 24 months? n Keep in mind, half life” is now 6 months! n
Oregon IT Environment CIO has more responsibility and accountability than authority n Administrative and functional accountability to the Executive Branch (D) n Functional and political accountability to the Legislature (R) n Over 100 individual agencies, boards, and commissions - turf, $, lack of qualified staff n
Strategic IT Planning: A DEFINITION “A disciplined effort to produce fundamental IT decisions and actions shaping the nature and direction of an organization’s activities. ”
Key Guiding Principle “Maximize those things which must go right rather than minimize those things which might go wrong. ”
Strategic Planning— Like a Rain Dance? “A good deal of corporate planning…is like a ritual rain dance. It has no effect on the weather that follows, but those who engage in it think it does…. Moreover, much of the advise related to corporate planning is directed at improving the dancing, not the weather. ” Drian Quinn, Dartmouth
Strategic Planning: Caution - “Before You Begin”! Make sure that you know what you’re about —Clarity of Mission n Ask the question: “If we are successful, what will be different or what will we have accomplished the end of ? ” n Note: you don’t have to be right, just close! n The process can be more valuable than the product? n
Oregon IRM Planning: Overview ¶ Agency Business Agenda · Customer Service & Public Access ¸ Information Resource Sharing & Application Assessment ¹ Technology Initiatives º Organizational Capacity Assessment » IRM Peer Review & Program Priorities ¼ IRM Project Summaries
Oregon IRM Planning ¶ Business Agenda ä Review/validate agency's mission and goals. ä Describe technology-related business opportunities. ä Specify your most significant external relationships that you can improve through more effective information management or technology.
Oregon IRM Planning · Customer Service & Public Access ä Describe the opportunity for each customer service enhancement or public access improvement. ä Review electronic mail and electronic document policies and procedures. Ensure agency has defined retention and disposition policies for electronic records.
Oregon IRM Planning ¸ Information Resource Sharing & Application Assessment ä ä ä Describe IRM resource sharing opportunities. Evaluate major business applications to determine if any need replacement or significant enhancement. Describe any plans for internet-based publication or transaction processing. Describe plans for electronic document management, including imaging and workflow management. Assess the impact of the Year 2000 on your information systems.
Oregon IRM Planning ¹ Technology Initiatives ä Summarize your agency's installed technology base. Forecast likely changes over the next three years. ä Identify staff, products or remote backup services needed to protect your agency data assets. ä Identify needed improvements in physical security of computing or network facilities.
Oregon IRM Planning º Organizational Capacity Assessment ä ä Assess the adequacy of IS technical training and education for your IRM staff and end users. Identify essential IS technical training and education needs of agency information system support staff. Identify barriers to recruiting and retaining qualified IRM staff. Include any strategies you have adopted or can suggest to improve success. Prepare your specific IT staffing objectives.
Oregon IRM Planning » IRM Peer Review & Program Priorities ä Compare IRM objectives and scope opportunities for sharing and joint projects. ä Review and rank-order your agency and program-level IRM objectives from the IRM Business Initiative forms that you have completed. ä Assemble your Agency IRM Plan.
Oregon IRM Planning ¼ IRM Project Summaries ä Once your agency has finalized your budget, prepare a supplement for those objectives and projects that actually receive funding support in your agency budget. ä Review the planning instructions and give us your thoughts on what you liked and how they might be improved.
Oregon IRM Planning: FOR MORE INFORMATION n IRM Planning Instructions Online at URL: (text file, Adobe Acrobat, & Filemaker runtime formats) http: //www. state. or. us/IRMD/guidelin/irmplan n For more information: IRM Division, Strategic Planning and Review Mike Zanon, Deputy Chief Information Officer EMAIL: mike. [email protected] or. us Phone: 503 -378 -4127 FAX: 503 -378 -5200