01.05.12
The New Year
[Cartoon]
Many organizations are realizing that smartphone and tablet technology is a key to providing their customers with a quality experience of their services. Even those organizations that have already begun providing their customers with some functionality are challenged by the continuing change in the capabilities available on newer devices.
For larger organizations with an IT development organization, the CIO is the one put on the spot. Chances are the current CIO was originally brought in due to some other major shift in the use of information technology. They were brought in because they had led successful projects for another organization in the technology needed then. Now the CIO may be on the way out as the organization is again seeking someone with a strong track record in the new technology. The current CIO probably has no track record in the new technology.
It is unfortunate for CIOs that they are primarily measured by their ability to lead in technology change. This is unfortunate, because those that are strong in technology are often not strong in project management. The success of a CIO is in their ability to manage multiple overlapping projects. This is very different from being a project manager. Project managers focus on schedules, delivery, and customer satisfaction for a single project. The CIO focuses on the same issues, but must do it for all active projects and at the same time keep the current operation running successfully. The CIO’s job requires significant skills in resource management and political awareness.
Where management should be looking when challenged to add or improve their smartphone and tablet offerings is to the Enterprise Architect. This role should be separate from the central IT group and consequently takes the CIO off the hook for leading technology change. The leadership is shifted back to the organization’s management. Like legal counsel, Enterprise Architects are there to guide and recommend with the management who is making all ultimate decisions. When embracing a new technology is viewed to be beneficial for an organization, the organization’s Enterprise Architects can provide insight and alternatives.
For smartphone and tablet usage, the Enterprise Architects may recommend whether to move forward or to wait based upon industry measures. They may recommend outsourcing versus creating a development group. The organization’s decision-makers can then select the outcome they believe is best for their organization. If a project is initiated, then the CIO would provide the IT resources. This would include project managers and might include development and production resources.
The Enterprise Architects can see what is coming and are already preparing. They know that this will be their time. Corporations will be able to completely focus on their business, and automation will be viewed as an agile enabler. Automation will finally become the self-service contributor that the Corporate Office has always wanted it to be. –Enterprise Architects Masters of the Unseen City
Closing the Business / IT gap.
