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CIO Education and Curriculum - GovITwiki


CIO Education and Curriculum

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Background Information
As digital information resources have become more important in government, those directly responsible for information resources have had to develop new skills.This page seeks contributions to help identify the skills that CIOs (and the technology community more broadly) need and how they could be learned.

Specifically, the page is looking for lists and descriptions of a) skills, b) stories that illustrate skills, c) courses that teach skills, and d) the work products those skills help to produce.

Since the lists and descriptions of each element on the list may be rather long, this page merely describes what we are seeking and provides links to further pages where the lists and detailed descriptions can be placed. With luck, that will keep this page as a map for what's to follow.


Contents

CIO skills

What skills do CIOs need? How can they be assessed and learned? What articles, books, or other guidance is available to help CIOs improve their performance with those skills? Please list CIO skills ideas here: CIO skills


CIO stories

What stories illustrate real CIO problems, challenges, and needed skills? Can you describe the story and/or point to case studies or other publications that tell the tale? If so, please list CIO stories here: CIO stories

CIO courses/curriculum materials

What courses and curriculum materials are out there for CIOs or those aspiring to become CIOs? What links are publicly available to materials from those courses? What are the strengths and weaknesses of these materials for what CIOs "really" need to know? If you have courses and/or curriculum materials to offer, please do so here: CIO courses/curriculum materials

Government Technology Communities of Practice

  • Government XML -Extensible Markup Language (XML) is an increasingly popular way to share data across government enterprises. it has the potential to improve cross-system interoperability for sharing documents and data. But to leverage this potentially significant cooperation is required across government organizations. The government XML Community of Practice works to develop effective XML solutions that can work for cross-agency solutions. Learn more at XML.gov.
  • OASIS eGovernment -The Organization for the Advancement of Structured Information Standards (OASIS) open standards organization is very influential in the development and approval of open standareds. the OASIS eGovernment Member Section (eGov MS) serves as a focal point for discussions of governmental and public administration requirements for e-business standardization.
  • Government SOA and Web Services - The government is a major innovator in Service Oriented Architecture (SOA) and associated Web services. to help make SOA a reality, a community of practice has evolved to help agencies deal with developing an SOA architecture at the enterprise level. To learn more, visit the Sharing of Trusted Reference Knowledge in a Dynamic Knowledge Repository.
  • Government Customer Support - Government help desks and support services have a a challenging tasks when it comes to keeping government IT systems up and running. A community of practice has evolved around this important area of IT management. To learn more, visit Government Customer Support Community of Practice.

CIO example work products and bureaucratic tools

What examples are out there of work products that CIOs produce directly or are responsible for? Project plans? Steering committee notes? RFPs? Speeches? For each of these items: How might they be used in educating CIOs and/or the technology community more broadly? If you have example work products or tools, please do so here: CIO example work products and bureaucratic tools


Parts of these CIO Education pages have been developed in cooperation with a class called Research Seminar on CIO Skills and Wiki-Based Research. This class is offered by The Leadership for a Networked World Executive Education Program at the Harvard Kennedy School.


HOW TO USE THIS WIKI: 1) Editing Cheatsheet.2) How government employees can participate in the GovITwiki.

Other Aspects and Materials Relevant to CIO Skills and Education

4-20 from Frank

The attached article is not about IT and its use; yet it is instructive for those who wish to better understand the challenges of using IT to create operational capabilities that have public value. Operational capabilities is not a topic that is normally discussed in sessions where participants seek to understand how to use IT; yet without operational capabilities IT is useless. Operational capabilities are brought about by people, not technology. Technology can provide the tools that enable new operational capabilities that bring value; but the most challenging problems are those that involve the motivation and organization of people.
The article is about the new head of the FBI’s counterterrorism office in Washington, DC. As the story tells us, there are several ongoing changes that are bringing about new operational capabilities:
1. A fundamental change is the perceived and accepted mission---from reaction and after the fact investigation to prevention and disruption: “The bureau is trying to blend a crime-busting past with a more intelligence-driven, long-term approach. "The focus isn't response" to attacks, says Perren. "It's investigation, prevention and disruption."
2. Another change is the focus on collaboration and building relationships among the multiple agencies who are all involved ( or should be involved) in the mission: And yet colleagues say Perren's most important quality is one rarely associated with the chisel-jawed, door-kicking FBI agents of television lore.
He is good, Mason says, at "relationships."
D.C. Police Chief Cathy L. Lanier offers an example, recalling how Perren arrived at the scene of a suspected bomb in Northeast Washington a few years ago.
"He could have come in and said, 'I'm the FBI; I'm in charge.' But he really just jumped into a team mode and said, 'Just tell me how I can help,' " recalls Lanier, who was then head of police special operations.
3. Another change is to break down the typical organizational myopia such that a very large number of organizations will work together. The numbers can be staggering.
He oversaw the expansion of the joint terrorism task force to include 34 local and federal agencies throughout the region. He also established an intelligence squad to support day-to-day investigations and forecast threats.
4. Another change is to build trust among communities of people who are the sources or leads that can lead to investigations and surveillance that can disrupt and prevent hostile actions.
Arab and Muslim organizations have criticized some of the FBI's efforts as overly aggressive. Perren acknowledges that when agents began questioning immigrants after Sept. 11, 2001, many feared that "we were going to take them away in the middle of the night."
"We had to show them to trust us," he says. The FBI has tried to build bridges to the Arab and Muslim community, but it has had mixed success.
All of these changes are works in progress. But these are changes that are necessary in order to achieve the operational capabilities that have value. IT is a very useful tool; but only a tool.
How should the CIO of the FBI or the DHS seek to go about understanding the jobs and the challenges faced by operational managers like Mr. Perren? Do they go out and visit them and have discussions with their staffs? Do they designate people within IT to be the lead relationship managers for these operational types? Do they seek to form task forces composed of people from their own staffs and people from organizations like Mr. Perren’s? Do they wait for orders to do so? Once they get an understanding to the missions and the challenges faced by operational managers, how can they best educate them on ways to use IT more effectively?
Question for CIO’s: Of you read this article about Mr. Perren, what might you do?

Thought Leadership

Educational Resources

CFO Responsibilities

Information Management Operations

Executive Initiatives

CIO Councils

Our CIO Councils page discusses how the idea of a CIO Council evolved and how the government has adopted the idea.

Other Government IT Links

Personal tools