CIOs: Don’t fall prey to these 10 common mistakes

Today’s CIO faces a broad spectrum of challenges that require business acumen, tech savvy, and strong leadership skills. It’s a tricky balancing act, but knowing about the pitfalls can help.

CIOs run highly technical disciplines and usually come from technical backgrounds. Their strength is in knowing the details of IT work. This gains them respect in the eyes of their staff and enables them to discuss the details of projects. Nevertheless, IT management responsibilities have changed substantially over the past few years. As more IT processes become automated, CIOs must become more business-savvy. CIOs also need strong people, as well as good communication and other soft skills. In this new world, CIOs must embrace new roles. Here are 10 mistakes that can trip up the CIO.

1: Practicing heads-down management
Technical people are task-oriented. They have a natural tendency to get completely immersed in technical problem solving. There is no room for heads-down management in CIOs — yet many continue to focus on the technical aspects of projects, forgetting about the people and the politics that can completely disrupt work.

2: Staying technical
Great CIOs resist the temptation to get into the technical details of IT projects. They understand that it is their job to ensure that the politics and business environment are optimal for projects. They focus on running the necessary interference for their staff to make conditions for success optimal.

3: Not checking project status
It can be difficult for CIOs to get out of their office and onto the “IT floor.” I remember one CIO I worked for as a young staffer. He thought our project was meeting deadline, and the project manager was telling him so, but the project wasn’t close. This project ultimately failed — but it might have succeeded if the CIO had done enough “management by walking around.”

4: Forgetting to praise
IT’ers (and their leaders) are committed to what they do. For most, it is enough to know that a job is well done. Still, everyone appreciates a little praise or recognition. Many CIOs don’t give it often enough.

5: Not communicating clearly about projects
One of the hallmarks of great communicators is that they make an effort to know their audience. They then find ways to communicate by using familiar terms. Coming from technical disciplines that use jargon, many CIOs must acquire this skill.

6: Not knowing the business
Many IT’ers go through their entire careers without ever working in the end business. Consequently, they have to learn the business on their own to make sure that their efforts are aligned with what the business needs. CIOs know this, but some fail to hone their own business skills — which is critical for building credibility with other executives in the organization.

7: Forgetting to forge key relationships
Relationship building with other executives and business influencers in the company is one of the most important things a CIO can do. It establishes a cooperative foundation for IT initiatives and improves the odds of project success.

8: Not being objective in IT platform selection
There is plenty of risk in IT projects. This makes it easy for CIOs and other IT decision makers to fall back on vendors and platforms they already know, even though they might not be the best solutions for the projects they’re working on. Maintaining objectivity when evaluating technology alternatives helps CIOs keep their options open and approach projects creatively.

9: Failing to learn staff capabilities and limitations
Some IT’ers are experts in specific areas of IT, some are great with end business users, and some are journeymen who can succeed in numerous project roles. CIOs are ahead of the game when they get to know their staff members’ individual strengths and weaknesses. CIOs should be facilitating IT training to shore up any staff shortcomings. And they should know which staffers are their go-to players and rising stars.

10: Micromanaging
When projects go wrong, it’s tempting to step in and start running them yourself, especially if you’re in a smaller shop. But when CIOs do this, they neglect other projects and areas of IT that require their attention. A better strategy is to meet with project managers and help them get the project on track. As a last resort, you might need to replace a project manager — but it should be with someone else who can take the project — not you!

Other pitfalls?
What mistakes have you made (or seen other CIOs make) that created problems for IT and the business? Share your experiences with us.

Source: TechRepublic-CIOs: Don’t fall prey to these 10 common mistakes By Mary Shacklett

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DaaS vs. VDI: College group opts for cloud simplicity

One college group in need of a desktop infrastructure refresh found sending workspaces to the cloud instead of implementing VDI was its best bet.

One college consortium in need of a desktop infrastructure refresh weighed DaaS versus VDI, and found the benefits of cloud desktops far outweighed those of virtual desktops.

Recently, EduK Group, Inc. (EduK) moved its data centers to a private cloud hosted by Corporate IT Solutions Inc. of Norwood, Mass. EduK Group, based in Guaynabo, Puerto Rico, found its infrastructure of servers, switches and networking was experiencing downtime due in part to increased workloads.

Corporate IT Solutions recently approached EduK about testing its new desktop as a service (DaaS) offering, pCloud Workspace. The timing worked well for EduK, which runs a network of colleges in Florida and Puerto Rico, including Florida Technical College and Puerto Rico’s National University College. It has a student base of 25,000 and around 3,000 employees spread across 37 different sites.

“We were seeking ways to rectify an aging infrastructure of PCs, and looking to alternatives to reinvesting in new PCs and having to manage them ourselves,” said Derek Ottaviano, an independent IT consultant who acts as EduK Group’s executive director of IT.

DaaS made more sense than attempting a virtual desktop infrastructure (VDI) implementation because EduK already had the private cloud relationship with Corporate IT Solutions. Also, the company was worried about adding to its hardware base.

“Being such a wide organization, it makes a lot of sense to centralize all that infrastructure into a cloud rather than having to manage it across 37 sites,” Ottaviano said. “We would be in a similar environment but even more costly than today.”

Putting in capable infrastructure at campus sites that would act as VDI servers would also be inefficient for the number of people being served at each site, Ottaviano said.

“The [DaaS] model allows us to have all our apps and desktops sitting right next to each other in our own private cloud, so if we need to test, deploy or software update, we do it in one central location as opposed to multiple locations,” he said.

However, EduK faces several challenges in making its DaaS deploymentwork. It’s still figuring out what parts of the campuses would most benefit from DaaS, plus it’s working to ensure networking capabilities can handle what’s needed to run the desktops.

“We know the technology is good and it fits in our infrastructure, but we are actually taking some strides to beef up our telecom so we make sure when we deploy this at some of our sites that it can be successful,” he said.

The plan is to strategically roll out pCloud Workspace to selected areas among the employee users with the possibility of expanding to students in the future, Ottaviano said.

EduK is still working with Corporate IT Solutions to ensure its legacy applications specific to some colleges will work within the pCloud Workspace environment. For example, it still needs to see if a specific medical school application will be validated to work within the environment.

Pricing for pCloud Workspace ranges from $125 to $175 per user per month.

Source: TechTarget-DaaS vs. VDI: College group opts for cloud simplicity by Jake O’Donnell