InformationWeek

Ask The Secret CIO

By Herbert W. Lovelace
Issue date: June 24, 1996

I have been receiving a lot of letters in response to my print column that ask serious questions about how to manage information technology in today's world. Since today's world is essentially absurd, I could hardly impart some serious -- and hopefully useful -- advice without doing so in a format that also would be fun and interesting for all of us. So, if you want to participate, write to me at secret@cmp.com . I'll respond to those letters that I can. I reserve the right to edit for size and content. Just sign your E-mail the way you would want it to appear online.

Here goes!

Dear Herb,

I just finished " When Everyone's A 'Customer' " in InformationWeek . I agree that companies and bureaucracies can distort the methods used to actually better meet customer needs. I work in a support role, I don't face or meet those people who are actually paying the company's bills. I do, however, support the people who face the people who pay the bills. My customers are internal customers. If I can better serve them, then they can better serve their customers. Shouldn't I serve well those people who do come to me for service?

Jerry Hinek
Security Specialist and "techno-geek"
Pacific Bell

Dear Jerry,

Sure, you should serve well those people because that's your job. If they are accuratel y reflecting what the real customers want, which is sometimes true and sometimes a considerable leap of faith, the company wins. One thing is certain, if you are interested in getting ahead, ask them how what you're doing for them fits into the big picture. Not only should you gain a good perspective on the company's operation (and possibly find ways of doing things more effectively), but you'll improve your relationships with them; people love talking about themselves and why they are important. In addition, they will be impressed that you think they know anything about the big picture.

Dear Herb,

Where is the best place to look to find other IS managers to network with socially? I am the MIS manager at Go-Video Inc. We manufacture a product called the Dual Deck VCR. I am the manager of the three-man MIS department, which encompasses Me, Myself, and I. As a result, I often find myself challenged with an issue that another MIS person may have had experience with. I access the Internet heavily for articles, patches, software updates, etc. Is there a forum on the Internet where I could "chat" with other MIS managers?

Michael L. McDonald
MIS Manager
Go-Video Inc.

Dear Michael,

Staying on top of the technical and business aspects of an information systems job is difficult at best (that's why most CIOs never take more than a two-week vacation; they hate the risk of becoming obsolete). When you don't have anyone else in your company who is in the same field, it becomes a real challenge. There are several useful Internet forums, such as this one, or you can use www.isworld.org as an entry point to information systems technology resources. However, rather than rely totally on cyberspace, I suggest that you contact the Society for Information Management (312-644-6610) to find out where the nearest local chapter is. Also collect business cards at vendor presentations and invite your peers out to breakfast or lunch to develop your own network. Not only will you get valuabl e information, but it is good executive training to have to think with your mouth full.

Herb:

I'm sure that you get more E-mail than anyone who writes to IW . " Off Balance In Budget Meeting " hit so many hot buttons for me that I laughed until I cried. I've been reading spoofs of the way things go on since 1965 when I first entered the computer world in a steel plant in Western New York. The execs who are parodied in those columns never seem to understand the satire. They think they are doing the best for the business. Well, anyway, if you and Scott Adams ever get together at the same podium, the audience had better be techies, or else no one will get the jokes. Imagine an audience filled with executive VPs all saying, "These guys think they're funny?"

Hank Heath
Vice President
Medco Systems Inc.

Dear Hank,

I recognize that you did not have a question, but I just wanted to get your comment about Scott Adams and me online so that Cindy could see it. Actually, I think that neither Scott nor I believe we are being funny; it's the people we describe who are hilarious. Incidentally, you will get your wish (sort of) if you attend this year's InformationWeek 500 in Laguna Niguel, Calif., in September. Scott is the scheduled keynoter, and I plan to be in attendance lurking behind the scenes.

Hi, Herbert!

I normally do not respond to articles, but I could not help myself when I read the one you wrote on quality. Boy did you hit the nail on the head. Speaking from the rank and file, by the time it drizzles down, we end up getting some artificially and political flavored mushy "quality goo." Don't get me wrong about quality. I think it is an important spice to have in everything we do. I just don't like to see such a wonderful word as "quality" get construed and misused inappropriately. In fact, I believe most people are happy with themselves and do not want to be reinvented -- just given an opportunity do a great job and be recognized for doing that great job. What do you think?

Sharon in Federal Government Land

Dear Sharon,

Most people sincerely want to do a better job and simultaneously feel good about themselves. What they cannot stand is being manipulated, and to a large extent, that is what some managers do with the quality effort. It becomes just another way to get the herd of employees to do something that the bosses want. This perceived attitude (real or not) on the part of the executives is what drives people up the wall and makes them reach for barf bags.

Dear Herb:

My graduate students and I have been analyzing the roles and responsibilities of various centers of leadership: information leadership of the CIO, technology leadership of the CTO, and knowledge management of the CKO. We have not, however, been able to discover a "job description" for the CTO. We have our own ideas but continue to search. Do you have any input? Thanks.

Dr. Raymond A. Carpenter
Affiliation Withheld

Dear Raymond,

Consultants like to create new sounding functions and Chief Technology Officer is one of them. While some big banks are using that term, its use is not really widespread. Maybe in a few years, after everyone is comfortable with CIO, then CTO will be more in vogue. Sort of like, keep them off-balance as to what we really do. To test this theory, do a Nexus search on CTO. Your students can then author a paper, which presents a publishing opportunity, on the job responsibilities. Or they can write to the folks who have that title and ask them for their job descriptions. The fun will be in comparing and commenting on the variations you find.

Dear Mr. Lovelace,

I am an avid reader of your column in InformationWeek , and I was hoping you might be able to give me some advice. I work for a fair-sized company. We are presently in the process of replacing a legacy mainframe-based system w ith a client-server system. We have 60+ offices nationwide connected on a frame relay WAN. However, my problem isn't technical, it's political. This system has been in development for more than two years now. Based on my experience (13+ years) with project management, it should be about a one year effort when done properly. I started with this company in September 1995, and we were in the process of using a "time box" development methodology, with three time boxes scheduled for delivery in December 1995, March 1996, and June 1996. Problems too numerous to mention developed, we took a three-month slip, and our CFO decided to do an assessment of the project to determine what the problem was. The result of this audit was to bring in an outside consulting firm to provide project management for the remaining duration of the project and ensure that user inputs (which were being ignored) were understood and accounted for. Since these guys have come in, reporting paths have changed such that I no longer report to t he MIS director, but rather to the consulting firm's project manager. Although this does not bother me, it leaves our director without much to do -- he's now managing the network engineering manager and that's it. My question for you is: Do you think this change in reporting structure will lead to further changes? In other words, is the director toast? If so, what steps can I take to ensure that I'm not forgotten in all the shuffle? I do have a good relationship with both the president and CFO, and I think they like the work I'm doing, but I'm naturally a little concerned about what's going on here. As an aside, I don't think too much of this director's ability, but I do like him personally. Heck, if he does leave, I might apply for his job. Any advice, comments, or thoughts would be appreciated.

Thanks.

Joe
Company name withheld

Dear Joe,

Your stomach is telling you the future. The director is toast, and rather burnt toast at that. Your best path if you want to stay at the company is to develop a good relationship with the consulting project manager and stay on the good side of the president and CFO. Under no circumstances, disparage the director. Those in charge will not respect a rat. Answer any questions that are asked of you honestly and briefly. Don't worry about applying for the director's job. You will be told either that it is going to an outsider (most probably the consultant) or that it is yours.

Got a question for The Secret CIO? Just send an e-mail .

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