The Chief Information Officer Roles Regarding Strategic Planning, Disaster Recovery, & Risk Management

4872 Words May 3rd, 2013 20 Pages
The Chief Information Officer

Roles regarding Strategic Planning, Disaster Recovery, & Risk Management

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Chris Wyllie

CIS 423

Dr. Ellis

Chief Information Officer

The Chief Information Officer (CIO) position was officially established by the Clinger-Cohen Act of 1969. From this piece of legislation, the CIO was given its official duties and responsibilities. They include Provision/Assistance to Senior Executives on IT Acquisition and Management, Integration of a Sound IT System, Up-keeping/maintenance on present IT architecture, Input on the development of Enterprise Strategies along with specific plans regarding hiring and future employee training, Et Cetera. The image above
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The CIO role will always keep its roots in the comprehension and appreciation for technology and the benefits it can have for an organization. With this newly gained spot with the senior management; the CIO has to now spread this appreciation throughout the whole enterprise. It has become clear that a CIO today needs not only technological, but business leadership skills; that along with a good grasp of the organization’s strategy. A CIO’s problem solving abilities need to be top notch. He or she needs to be able to ask the right questions of a team and be available almost 24 hours a day. This ensures that if a' business critical' system goes astray, the CIO is able to immediately intervene. Being on time and on budget used to be the only standard for IT projects. Now the CIO must be active in almost every aspect of a program’s investment and development. If an organization is deciding whether to spend millions of dollars on a project, CIO input is crucial. The CIO has to be able to influence and persuade colleagues to support policies that are relevant to the organization. Any program, project, or policy, not only needs to be on time and budget, but also has to be able to deliver a value that is expected by the organization that makes it.

CIOs are often proficient when it comes to the technological discipline of an organization, but what of their management related abilities? Is it beneficial to an organization if the CIO is only technologically

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