CIO job rotation and commitment to IT value

Great interview by Linda Tucci at searchCIO.com (here) with Richard R. “Rick” Roy, CIO at CUNA Mutual Group about his experiences as a line manager and how they’ve transformed his IT leadership approach.  This passage on a shared sense of urgency struck me:

I think the other thing in operations is the sense of urgency. In your customer service centers, the phone rings and you either answer it within your service standards or not; you either resolve the question within your service standards or not, or pass it on to another level of service.

IT operations has that flavor to it, but when you get over into the application development world, it typically doesn’t. They typically are working on projects that can span months, if not quarters, even years. Trying to drive that sense of urgency is probably the other big reminder for me as I have come back into the CIO seat.

Roy also hints at something PMOs need to do better: maintaining the same pace as the business.  A PMO needs processes that are nimble enough to keep up as the business responds to the market, competition, etc. by “adjusting and going perhaps in a different direction.”

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5 Responses

  1. […] more here:  CIO job rotation and commitment to IT value Share and Enjoy: These icons link to social bookmarking sites where readers can share and […]

  2. Hello Paul,

    in the development world, the sense of urgency is something we need to keep, better is to stay that cadence that does not let a person more than 2 seconds on the confort zone.

    In the software development world, if you do not keep this cadence, you finally stop being competitive,

    Very good lines, thanks

  3. I think the key is to create a sense of urgency for some sub-projects, instead of for the project as a whole. You have to have balance: you don’t want the whole thing to be one big rolling disaster. But if you get some people excited, even a little worried, you might find that it creates some real productive energy. Kanban is a great tool for achieving this.

  4. Linda’s article highlights the potential disconnect between executive strategy and the involvement of the PMO, after projects are committed to initiate them. Using a PPM system to do the portfolio management element of PPM provides the common view into how company strategy from the ‘C’ level maps to each and every project. This gives the PMO and all the other stakeholders an insight into the common road ahead for an organisation.

    My blog at http://tinyurl.com/pvmmza comments on contrasting PMOs.

  5. Yeah, well PPM solutions are useful, but not sufficient to get that alignment. My experience is that the commitment to resolving the disconnect AND a realistic appraisal of what the IT portfolio should look like is critical. Then the tools make sense…

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