EDUCAUSE | CIO

Do's and Don'ts of Advocacy: Helping Your Federal Relations Officer Advance the IT Agenda

drupal — Wed, 21 May 2008 12:55:15 -0500

This session will feature some real-world training about how lobbying works and the keys to effective advocacy. In addition, lobbying meetings (both good and bad) will be role-played to give attendees a feel for the sorts of issues that come up and how best to advance the cause. This session seeks to aid IT professionals in understanding how their federal relations officers work and the best ways CIOs can assist in making that advocacy successful.

Vendors and Contracts: Making Connections

rowe — Fri, 16 May 2008 09:18:12 -0500

One of the challenges of IT leadership is working with vendors and the associated contracts, agreements and licenses common to the operation of an IT department. I'm trying to figure out how and when I learned to handle this part of my operation. I'd like to give my staff the benefit of attending classes and professional development that would improve their skills in this area (maybe an Executive MBA in IS Leadership that our university offers emba.oakland.edu). I'm seeking options that offer opportunities to develop skills in handling vendor relationships. I thought an occasional blog posting on this topic would help explore the nature of the environment and the skills required of IT leaders.

Making Connections

A challenge for vendors is making the connection with the decision-maker who can confirm a potential sale. A challenge for IT leaders is selecting the right products for purchase in their departments, which requires a lot of attention to the technology market. These purchases must align with university directions, purchasing procedures and a general expectation for ethical conduct.

When I moved into a leadership role, it was amazing to me how fast the word spread through the vendor community. Within a short period of time, I was flooded with telephone calls, more calls than I could ever hope to return. Vendors would leave voice messages and my voice mail was always full. Vendor messages would display more and more frustration at my lack of response. At one point a vendor did get through to me, and expressed his anger and frustration. I was frustrated in return: "Did I ever ASK you to contact ME?"

At one point I kept a ticker of how many vendor calls I received, and when it was over 125 in one week, I realized I couldn’t manage connecting this way. I changed my voice-mail message to say that "Vendors should contact the purchasing department; I do not return unsolicited vendor calls." I have about 300 e-mail filters which allow me to sort the advertisements into "review" and "trash"; I only look at e-mail ads for products that I am currently following. Fortunately my university has a "no solicitation" policy which supports my actions, and vendors are always welcome to contact our purchasing department.

Over time, vendors have tried a variety of sales tactics that are sometimes irritating and sometimes entertaining. Some of my favorite connection opening lines follow, now often arriving by email but sometimes by phone message (when they ignore my voice-mail message):

"I want to follow-up on the material you asked for at our booth at the last conference." Interesting, when I didn't stop at the booth and have no interest in the product. Sometimes the conference is one I didn't even attend.
"I'm taking over the account for Sam, and Sam left notes about the project he was working on for you." I wasn’t working with Sam on anything.
"I'd like to get your opinion on this product." I do understand that you don't really want my opinion; you want to see if I want to buy.
"I've already shown this to your Registrar and he really wants this product." Oh, great, so you are trying to circumvent our publicly mandated bid purchase process!
"I saw the post on the CIO list, and I know that we should contact you by list rules, but I have such a good solution for you that I thought you'd really like to know about it." Geez! This is the biggest source of complaints I receive from CIOs on the list.

So how does a vendor make a successful connection with me?

I go to conferences with strong vendor floors with a list of vendors that I want to visit. The national Educause conference is a favorite. Having quality staff at a strong vendor display is important. I need to interact with vendor representatives who can answer technical questions and sales questions. I'm clear about our bid purchasing process.
When I contact a vendor to request follow-up or product materials, or when I ask for follow-up materials at the conference, I'd like those materials within the next 6 weeks. I especially like it when you can immediately point me to the relevant materials on the vendor web site.
When I need to find the right person to talk to, the vendor should have a process that enables me to find the right sales contact. A failure I experienced with a major hardware vendor: I tried the web site, got a contact number, called and was referred around for over 8 weeks. Never got to a person who could give me a sales demo or tell me how to buy the product.
Please don't offer me tickets to any sporting event or attendance at any golf-outing! As an employee of a public university, I avoid these vendors unless I absolutely have to talk to them, and then only with my purchasing director present.

My role as a CIO requires that I learn how to make good connections with vendors. We've created an internal document that provides our staff guidelines on making connections. As I mentor staff, I ask questions that pay attention to those four bullets: Did you go to the vendor floor? What products were exciting? Is the vendor responsive to your requests for materials? Can you easily contact people who can get us information? Are you spending time with vendors where no sale is possible? (why?) This seems to be helpful in their understanding of making vendor connections.

From Their Viewpoint

drupal — Fri, 02 May 2008 12:45:28 -0500

Ever wonder what your president really thinks about: the role of technology in higher education; the job of the CIO; career paths; the future? Join us for a interactive moderated panel discussion to learn how our panelists took their path to the top and what they learned along the way. Submit questions in advance to Joanne.kossuth@olin.edu for anything you've ever wanted to know about leadership, learning, and life.

The Duluth Area CIOs Consortium: Collaborating with Regional IT Organizations

drupal — Wed, 02 Apr 2008 10:00:12 -0500

Academic IT leaders have much to learn from IT leaders in other businesses and organizations. The Duluth Area CIOs Consortium has members from local business, health care, government, and education. This session will describe the consortium's establishment, goals, and meeting structure, as well as the benefits of membership.

Succession Planning for Higher Education CIOs: What, Why, and How

drupal — Tue, 26 Feb 2008 11:06:44 -0600

This presentation will focus on higher education succession planning for CIOs. Elements will include the presentation of current CIO demographics based on recent research; trends and issues impacting the CIO position; what skills and abilities to look for in a CIO; and recruitment development strategies for the future.

IT Leadership and the Role of the CIO: The Annual Gartner/EDUCAUSE Update

drupal — Mon, 26 Nov 2007 15:16:35 -0600

As higher education institutions face a growing shortage of IT leaders, some executives question the need for a CIO while others see this role expanding. During this annual Gartner/EDUCAUSE update, we will look at the role of the CIO and how it has evolved, along with current and future institutional needs for IT leadership. We will also look at how institutions can prepare for the next generation of IT leaders and future models for IT governance.

Aligning IT Leadership with Institutional Missions: The Reality of Being a CIO

drupal — Wed, 07 Nov 2007 13:04:28 -0600

Senior IT leaders in higher education function at the intersection of two worlds. CIOs serve as the interface between the processes and practices of the technological world and the ambiguities and diversity of the academic world. This seminar will review the various roles CIOs are expected to play, as well as how those roles may be changing. We will explore strategies IT leaders can use to align their organizations and themselves with the institutional missions.

While the session is especially designed for new and relatively new IT leaders, experienced CIOs will also find value in it, as it will help them reassess their roles and the their institutions' changing expectations of them. Topics will include what senior institutional leaders want and need from senior IT leaders, relationships with faculty and staff, the importance of customer service, organizational structure, leading as a change agent, and career issues.

Chief Information Officers

drupal — Tue, 30 Oct 2007 13:42:30 -0500

This meeting will focus on the challenges facing CIOs, including funding strategies for today's economic reality, keeping pace with expectations, and the CIO’s evolving role. Part of the session will include structured open discussions focusing on current issues for CIOs from a breadth of institutions.

Chief Information Officers Speak Out

ckeller — Fri, 12 Oct 2007 10:18:18 -0500

Five experienced CIOs discuss security, staffing, and how they respond to changing technology on campus.

The Myth about Controlling IT

ckeller — Mon, 08 Oct 2007 12:19:03 -0500

The authors discuss the common assumption that a CIO in higher education controls IT at his or her college or university—from operational issues to future directions.

The Organization of the Organization: CIOs’ Views on the Role of Central IT

ckeller — Mon, 08 Oct 2007 11:36:02 -0500

Thirteen CIOs/Vice-Presidents discuss various aspects of the blending of responsibilities that has led to a current “identity crisis” in higher education information technology and to the organizational confusion over the role of centralized and decentralized IT services.

Leading the IT Workforce in Higher Education: Survey Instrument

ckeller — Mon, 01 Oct 2007 10:09:20 -0500

This October 2007 survey is part of a study of leading the information technology (IT) workforce in higher education sponsored by the EDUCAUSE Center for Applied Research (ECAR). Data from this survey will form the basis of a report designed to help universities and colleges position themselves in this important issue. Questions related to IT leadership and the IT workforce loom large among the concerns of higher education's leaders, in part because demographic data predict that there will not be enough skilled workers in the U.S. to meet demand and in part because many senior IT leaders are approaching retirement. As the workforce becomes more mobile and discerning, higher education faces a significantly more competitive environment for IT staff talent. This study will bring the findings of ECAR's 2004 study of IT leadership up to date and will explore new areas including recruitment and motivation of the IT workforce and generational differences in attitudes and expectations among IT professionals.

Starting a New Leadership Position

ckeller — Thu, 28 Jun 2007 12:16:05 -0500

The author provides key advice on taking a new leadership position.

The Role of IT in Student Success at Community Colleges

drupal — Tue, 08 May 2007 11:13:03 -0500

The author discusses the importance for IT leaders and presidents to think and act differently about the role of information technology on community college campuses.

The Myth about Managing IT

drupal — Tue, 13 Mar 2007 15:27:09 -0500

"Although managing information technology is important, that responsibility goes well beyond the CIO. Perhaps the more important role for the CIO is knowing what information will be needed, how to make it accessible, and ensuring that others derive value from that information."

The CIO Perspective on Changes and Challenges: Opportunities for Collaboration

drupal — Thu, 01 Mar 2007 09:30:43 -0600

IT leadership has always been important, but given the challenges facing higher education, it is essential for not only cost-effective operations but long-term strategic success. A panel of four Texas CIOs will discuss significant issues in higher education IT and provide practical examples of how they can be addressed effectively through collaborative initiatives. Examples will include approaches for identifying opportunities, engaging leadership, and building effective partnerships with external/internal stakeholders.

The Corporate CIO Model and the Higher Education CIO

drupal — Fri, 02 Feb 2007 09:55:32 -0600

Most research on the CIO position has focused on the corporate model, but does that model adequately address the needs of the higher education CIO?

Planning and Creating an IT Infrastructure: One Branch Campus's Experience from the Middle East

drupal — Tue, 23 Jan 2007 16:15:37 -0600

This presentation will involve a summary of shared experiences by a first-time CIO deployed to a branch campus of Virginia Commonwealth University in Doha, Qatar. An overview of challenges, obstacles, and interesting experiences will be provided in hopes that participants can learn from them.

The Myth about Techies

drupal — Wed, 03 Jan 2007 16:22:26 -0600

The authors discuss the importance of university CIOs and other senior executives having basic IT knowledge to make IT investment decisions.

Identity Management ...

rowe — Mon, 18 Dec 2006 08:09:37 -0600

Identity Management assembles several streams of activity around identifying members of the university community and provisioning services for those community members. Universities need methods for discovering new members of the community and making sure those members have access to the services that the individual members need. Identity management can be used create a single-authentication environment, moving to a single sign-on environment, and then sharing that authentication among several universities in a federation. When used for service provisioning, access to private or limited resources can be controlled through identity management strategies.

A growing aspect of Identity Management is the creation of access and traffic logs. These logs allow us to differentiate the activities of those authorized community members from activities that are not authorized, particularly those originating from those outside the community. We can trace and answer “what happened.” Compliance requirements (e-evidence or HIPAA, for example) may require retention of logs for extended periods of time.

I like to think that university networks and systems operate within a set of ethical principles. Our networks are open highways where communities are free to travel. There may be limited entrance and exit ramps, particularly to special services (like interstate highways). Cars are licensed to travel wherever the driver chooses, but travel is not monitored or permanently recorded in a log. Some destinations are not easily accessible or have limited access; there are locked gates and perimeter walls.

If a law is broken, evidence is gathered and an investigation is pursued. The investigation is undertaken carefully by specific individuals authorized to handle such an endeavor. These individuals are knowledgeable in the laws that apply to gathering evidence, sharing details and protection of the innocent. Evidence about an individual is not gathered or tracked in advance of an investigation, suspected criminal activity, or an actual crime.

If our networks are the highway and our systems are the destinations, many institutions want to promote free and easy entrance ramps. Once on the highway, you are now free to move around the Internet!

It can sound so good up front to say “We’ll have logs of your Internet travels.” Then, if something goes wrong, we’ll be able to IDENTIFY who did this deed. But the risks to personal privacy and electronic freedom are huge.

I will admit to having traveled through some pretty dark alleys in my Internet voyages. If someone was looking at my track record alone, they may be startled at the places I’ve been. What is missing is “why”? Why did I go to that porn site (investigating a complaint of harassment from Student Affairs)? Why did I go to that racially-biased hate site that spoke of bombing (to prepare for the Public Administration class I sometimes teach)? The “whys” behind my activities are nowhere documented. The presence of my identity in a log is not evidence or proof of wrong-doing on my part.

And I will only be able to defend my actions once someone has reviewed the log of my travels and tells me that they have questions. How will I know when the log of my personal activities is being reviewed? Will a notification to me be required? Who will have the right to review the log? Who will make the decision? Under what circumstances are logs released? To whom?

Perhaps we should build our identity environments modeled on credit reporting agencies. Retained logs need to be available and viewable to those whose identities appear in the logs. Should the owner of the identity be notified when a log containing their identity is released? If the log is retained, can I, as the owner of the identity, add my own annotations?

Our internal IT organization has maintained that we use logs to trend and not police, unless we have an official legal request, authorized by the university General Counsel, to gather evidence. We do not retain personally identifiable information in logs for an extended period (not longer than 30 days). Our log retention issues are helped by not needing compliance with HIPAA. Is "knowing what someone is doing or has done" a component of identity management?

As an IT professional, I am uncomfortable with the idea of tracking everyone’s activity on our networks. I am fully comfortable with protecting destinations, our systems and data, from unauthorized travelers (keeping the keys to the gate). I find the environment similar to surveillance cameras. We have a reasonable expectation of privacy as we travel the Internet. I would be a big fan of posted signs: “Surveillance monitoring present on this network.”

The network director at Oakland University, Brian Paige, reminds me that we need to consider the changing landscape of social perception and laws. What is legal or socially acceptable now may not be legal or socially acceptable in the future (or vice versa). Logs can be kept for long periods of time. What is the purpose of evaluating old logs? Have we fully identified justifiable reasons for retaining old logs and applying new standards to the old data?

The word “trust” is often used in the building of an Identity Management environment. We are trying to give access to those we trust, and as a result, build trusted communities who use trusted resources and trusted networks. That works in reverse, too; we need to build Identity Management structures that are trusted infrastructures. Key to building trust is to announce what data we are gathering, state publicly how data are used, and then use that data only in accordance with that public statement. That trusted environment includes logging, monitoring and other tracking activities.

(Acknowledgement to Brian Paige for his contributions and willingness to engage in this discussion).

Chief Information Officers

drupal — Wed, 18 Oct 2006 15:56:39 -0500

This CIO Constituent Group session will focus on the challenges of chief information officers, including funding strategies for today's economic reality, keeping pace with expectations, the evolving role of the CIO, and regional and national networking initiatives. Part of the session will include structured open discussions focusing on current issues for CIOs from a breadth of institutions, an update on the EDUCAUSE/Internet2 Computer and Network Security Task Force, and other EDUCAUSE efforts.

CIO Constituent Group Meeting

rowe — Mon, 09 Oct 2006 10:03:18 -0500

The CIO Constituent Group is meeting today, starting at 1 PM. We've had several requests for posting notes and we'll post news on several forums.

Learning by Doing: A Comprehensive Guide to Simulations, Computer Games and Pedagogy in e-Learning and Other Educational Experiences;

drupal — Tue, 01 Aug 2006 14:25:40 -0500

The first review, "Learning by Doing: A Comprehensive Guide to Simulations, Computer Games and Pedagogy in e-Learning and Other Educational Experiences", discusses games and simulations as learning tools. And although the examples come from industry and the military, the book could still be useful to the higher ed community.

Professional Development for Aspiring CIOs

drupal — Tue, 01 Aug 2006 12:01:47 -0500

Constant change in higher education means that those aspiring to the CIO role must explore new avenues of flexibility and involvement to prepare for the future.

The Myth about IT Security

drupal — Tue, 25 Apr 2006 11:43:16 -0500

Information security is an increasingly important institutional issue that is not just the responsibility of the CIO - it is everyone's responsibility.

A Roadmap for IT Leadership and the Next Ten Years

drupal — Thu, 13 Apr 2006 16:20:17 -0500

The newest challenge facing CIOs in higher education is to become technology advocates and CIO leaders, not leaders of technology mechanics.

Becoming a CIO

drupal — Mon, 20 Mar 2006 12:58:13 -0600

A list of resources for the discussion on becoming a CIO including the following: Professional Development for IT Leaders; 12 Habits of Successful IT Professionals; Eight Steps to Leadership; EDUCAUSE CIO Core Content website.

Institutional Repositories: An Opportunity for CIO Campus Impact

drupal — Mon, 06 Mar 2006 12:46:06 -0600

In response to natural disaster recovery concerns, one solution for digital asset management and preservation needs is to create institutional repositories. Developing IR programs is an opportunity for CIOs to address business continuity issues as well as impact the academic community.

Chief Information Officer Effectiveness in Higher Education

drupal — Tue, 28 Feb 2006 12:14:17 -0600

The number and complexity of the issues the CIO deals with regularly are vast and complicated. This doctoral study in four-year or above higher education institutions in the United States examined some of the common anecdotal conclusions about variables and circumstances which may impact a CIO's effectiveness.

CIO Effectiveness in Higher Education

drupal — Mon, 06 Feb 2006 14:15:45 -0600

A research study identified several variables and multiple attributes that influence the higher education CIO's effectiveness

Understanding the Mindset of Higher Education CIOs

drupal — Fri, 11 Nov 2005 11:33:18 -0600

Understanding how CIOs think can benefit proposal and decision-making processes.

Reminiscences of an Accidental Programmer

drupal — Tue, 01 Nov 2005 12:34:26 -0600

Life is a series of choices, occasional accidents, experiences, and more choices. In this session, the presenter will recall key career choices, accidents, and experiences that led her from her first programming job to CIO. She will share some of the pithy and irreverent wisdom that has framed her personal and professional choices and still informs her leadership of IT organizations.
WINNER: 2005 EDUCAUSE Award for Leadership in the Profession. Award sponsored by SunGard SCT, An EDUCAUSE Platinum Partner.

Reflections on a Career as a Four-Time CIO

drupal — Tue, 11 Oct 2005 08:54:34 -0500

This research bulletin is a personal account of the career of James Penrod, who served as chief information officer at four higher education institutions for over 25 years. Well known as an expert on leadership, Penrod discusses critical success factors for CIO leaders, from strategic planning to portfolio and policy development to knowing your personal strengths and limits.

Lost and Found

drupal — Tue, 06 Sep 2005 17:23:46 -0500

The author discusses the various differences between corporate CIO's and those in academia.

IT Leadership in Higher Education

drupal — Wed, 20 Jul 2005 13:26:47 -0500

This is the June 2003 ECAR survey instrument used for ECAR Research Study concerning IT Leadership in Higher Education.

The Myth about CIOs

drupal — Mon, 03 Jan 2005 12:20:19 -0600

The authors state that "although it is important for a campus to have a good CIO, the CIO alone is not responsible for how well IT is used on Campus." It is the executive team as a whole who is responsible for effective IT use on campus.

Information Security Governance Assessment Tool

drupal — Thu, 28 Oct 2004 15:22:53 -0500

The Information Security Governance (ISG) Assessment Tool is intended to help institutions of higher education determine the degree to which they have implemented an ISG Framework at the strategic level within their institution. This Tool is not intended to provide a complete and detailed list of information security policies or practices one must follow. Rather, it is intended to help a president or institutional leadership identify general areas of concern as they relate to the ISG Framework. If one is unable to answer a particular question affirmatively, then that question indicates an area the institution needs to examine to determine what risks may be associated with that area and how the institution will address those risks.

Note: All of the content -- except the scoring columns -- has been protected in the Excel version of the ISG Assessment Tool in order to prevent anyone from inadvertently changing, moving, or deleting important information. You can remove the protection by going to the Tools menu in Excel (a password is not required).

Selecting a CIO

drupal — Fri, 15 Oct 2004 10:57:27 -0500

This online-only article moves beyond the definition and characteristics of the CIO and outlines the steps that campus leaders must take to successfully recruit and select the CIO for their institution.

A Framework for the CIO Position

drupal — Fri, 15 Oct 2004 10:52:08 -0500

A framework is needed to help define the CIO position and to determine the characteristics that make a CIO effective.

How to Spot a CIO in Trouble

drupal — Fri, 27 Aug 2004 13:19:59 -0500

There is little doubt that being a CIO is one of the most challenging jobs in academic administration today. Uncertainty and instability, coupled with the inherently demanding institutional environment and widely divergent perceptions and expectations of the CIO, tax even the most seasoned professional. What are the institutional warning signs that tell us when a CIO is in trouble? Perhaps more important, what are the remedies to apply before problems have gone too far?

Information Technology Leadership in Higher Education: The Condition of the Community Key Findings

drupal — Wed, 30 Jun 2004 18:53:54 -0500

Information Technology Leadership in Higher Education: The Condition of the Community is a summary of the results of a quantitative survey of 1,850 IT leaders and professionals at 765 higher education institutions in the United States and Canada. The study examines the general demographics, job mobility, and leadership styles of these IT leaders and professionals, as well as the characteristics of higher education work environments, the innovation climate in central IT organizations, respondents' perceptions of IT effectiveness at their institutions, and the possible shape of the future of this professional community.

IT Essentials for Presidents and Senior Campus Executives

drupal — Tue, 04 May 2004 14:17:23 -0500

EDUCAUSE maintains this set of topical briefings specifically to assist senior executives of higher education institutions as they work with their management teams and campus IT leaders to develop strategic plans and make decisions that involve technology.

How to Survive in Interesting Times

drupal — Wed, 21 Apr 2004 12:23:05 -0500

In a time of discussion on whether IT investment still matters in higher education, the author points out ways CIO's can continue to demonstrate the importance of investing in IT.

IT Investment Decisions That Defy Arithmetic

drupal — Tue, 17 Feb 2004 09:46:41 -0600

The author discusses how an effective executive engagement process helps senior campus management systematically maximize value of IT investments.

Information Technology Leadership in Higher Education: The Condition of the Community

drupal — Fri, 13 Feb 2004 15:18:07 -0600

Information Technology Leadership in Higher Education: The Condition of the Community reports the results of a quantitative survey of 1,850 IT leaders and professionals at 765 higher education institutions in the United States and Canada. The study examines the general demographics, job mobility, and leadership styles of these IT leaders and professionals, as well as the characteristics of higher education work environments, the innovation climate in central IT organizations, respondents' perceptions of IT effectiveness at their institutions, and the possible shape of the future of this professional community.

The CIO in Higher Education: Leadership, Competencies, Effectivenes

drupal — Mon, 20 Oct 2003 11:23:18 -0500

As more IT leaders assume a cabinet-level role as chief information officer, colleges and universities with truly effective IT leaders have a strategic advantage. This bulletin analyzes the findings from 229 responses to a national survey of the highest level IT or information management staff at 867 higher education institutions. It describes critical success factors for effective CIO leadership: what CIOs must know, what they must be competent to do and facilitate, and which leadership styles yield positive outcomes.

How to Spot a CIO in Trouble

drupal — Thu, 16 Oct 2003 12:15:08 -0500

The signs and remedies lie in the areas of executive support, strategic directions, and project portfolio management.

Surveying the Landscape Cont'd: Tough Times and Hard Decisions: Thinking Strategically about IT

drupal — Fri, 29 Aug 2003 16:10:56 -0500

Information Technology strategy needs to be derived from institutional strategy and focused on what we do with it, not just what it is – focus on the value added, not just the sunk cost. In particular, the role of IT in transforming teaching and learning is critically important to the success of our institutions. Successful CIOs use proven techniques to align IT strategies, to operationalize these strategies, to rationalize IT investments, and to ensure their efforts are transformative for their institutions.

Does the CIO Need an ERP?

drupal — Wed, 23 Jul 2003 17:16:54 -0500

IT groups spend their time delivering systems to the university, but those systems rarely meet the unique needs of the IT organization itself. Should the CIO have her own customized "ERP" system? The University of West Florida is building such a system, with some dramatic results in improved operations and services.

2003 Annual Gartner-EDUCAUSE Update

drupal — Mon, 21 Jul 2003 15:30:19 -0500

Higher education CIOs continue to face pressure to do more with less. In this session we will look at how to build strong relationships and an appropriate model for IT governance, how to define and market the business and academic value of IT projects, how to protect the IT commons, and how to evaluate new technologies to support the expanding mission for higher education.