About

“Successful CIOs are finding their roles expanded across the enterprise -- to finance, human resources, property management, procurement and vendor management. In a recent survey, analyst firm Gartner Inc. found that 15% to 20% of CIOs are taking on non-IT responsibilities. Six percent of CIOs are also COOs. And 22% of CIOs are forging enterprise-wide strategies - the Holy Grail of the new business-first CIO.” Gartner

The evolution of the CIO role has seen IT Managers move from technical roles to the boardroom. Think Like a CIO is a brand new, in depth two day course, which will equip you with the strategic, leadership, financial, governance and project management tools you need to improve the influence of your IT department within your organisation.
 

WHO SHOULD ATTEND?

• IT Managers
• Aspiring CIOs
• Consultants
• Managers wanting to gain an understanding of IT’s strategic importance
   

 SUPPORTING ORGANISATIONS

Outline

The role of the CIO

Where does a CIO fit in the corporate structure & who do they/should they report to?

• Understanding decision-making, policy-making process and budget formulation and execution process
• Who does the CIO serve? Who are their customers?
• Relationships among departmental heads and COO, CIO, CTO and CFO functions

Leadership

• Principles of leadership and how they apply at CIO level
• Roles, skill sets, and responsibilities of an effective IT leader

The role of the board and CEO

• Corporate governance and the role of the Board
• The structures required to support this

IT change management

• Change management methodologies
• Techniques for managing change

Managing the performance of your IT

• Measuring the business value of IT and customer satisfaction
• Monitoring and measuring new system development
• Measuring IT success
• Defining and selecting effective performance measures
• Criteria for systems performance evaluation
• Managing IT reviews

Strategic planning

• The IS/IT strategic plan and link to the business plan

Financial systems and issues

• Cost benefit, economic, and risk analysis
• Risk management - models and methods
• Weighing benefits of alternative IT investments
• Capital investment analysis-models and methods
• Investment review process
• IT portfolio management

IT project justification/Business cases

• Business case analysis and development
• Dealing with the CFO

IT project management

• IT project/programme management
• Project and programme management methodologies
• Scope/requirements management
• Integration management
• Time/cost/performance management
• Quality management
• Risk management
• Procurement management
• Benefits management
• Software development, testing and implementation

Acquisition and procurement

• Acquisition strategy
• Acquisition models and methodologies
• IT contract management
• IT acquisition best practices

Communications and relationship management

• Understanding CXO Level business drivers
• Building consensus at the CXO level
• Stakeholder management
• Conflict resolution

Enterprise architecture

• Enterprise architecture functions and governance
• Key enterprise architecture concepts
• Enterprise architecture interpretation, development and maintenance
• Use of enterprise architecture in IT investment decision making
• Performance measurement for enterprise architecture

Technology management and assessment

• Network and telecommunications technology
• Information Security
• Computer systems
• Web technology
• Data management technology
• Software development technology
• Special use technology
• Emerging technology

IT governance

• IT governance assessment and maturity model
• Identification of the steps involved in implementing IT governance
• Challenges to be overcome in implementation
• IT governance checklist
• An overview of the ISO 38500 IT Governance Standard

Facilitator

Murray Wills, Director & Principal Consultant, Maxsys

Murray a.k.a the VirtualCIO has nearly 30 years of in-depth IT and business experience. He has a passion for IT, enablement of business strategies, and achieving results. 

Industry wise, Murray has extensive experience in the corporate, banking and finance, government and tertiary education sectors (as bothnan academic and Head of School). 

His experience covers the full gambit of information technology and business functions. From an IT perspective they include IT Governance, programme and project management, architectural planning, technical support and training, software development and management, operations management, business analysis, RFP and RFI development and evaluation, IT and business strategy development and planning, technical writing, research, relationship management and marketing.

In-house Training