Org Charts

There is no one solution to how to organize computing management (IT) in a organization. Here are somethings to consider.

  • Critical or Non-Critical to the Success of the Business?
    • You should name one or more people to the following roles. The role name themselves should reflect your judgement of the importance of the role. Their placement in the organization should reflect the CEO's determination of the importance of the role
      • Chief Information Officer/Official (CIO)
        • Primary business focused
          • How to build a team that provides services that support business processes
          • How to build a team that uses technical innovation to improve business processes 
          • How to build a team that is financial efficient
          • Defines enterprise priorities, goals and values
          • Can reflect the CEO's values of the balance between quality, costs containment, and functionality in an acceptable time frame
          • Can balance the CTO's desire for innovation with the Chief of IT Operations desire for stability 
        • Secondary technology focused
          • Ovoid CIO's that value technology over business performance
          • Ovoid CIO's that are operational focused
            • Less innovating
            • Consumed with the status quo
            • Budget leans toward "keeping the lights on" rather than constant incremental improvement
      • Chief Technology Officer/Official (CTO)
        • Leads enterprise IT research and development
        • Leads enterprise IT project management
          • Discovers functional business requirements
          • Leads project schedules
        • Leads the effort to produce a documented architecture
        • Introduces new technology
      • Chief Information Security Officer/Official (CISO)
        • Leads systematic approach to the security of operations and development
        • Leads systematic approach to compliance
        • Leads incident response
        • Monitors the security of IT services 
        • Organizes risk mitigation by the business
      • Public Information Officer (PIO)
        • Public face of the organization, tells the story
        • Marketing or sales?
        • Controls the data classification processes
          • Sensitive or confidential
            • Trade Secret
            • Personal Information
              • Employees
              • Partners
              • Customers or Citizens. Data about individuals
            • Compliance Data
              • PCI
              • HIPAA
            • Financial
            • Security controls, monitors and logs
          • Public
            • Information published to the public
          • Internal Use
            • Work notes
            • Personal correspondence stored on enterprise infrastructure 
      • Chief of IT Operations  
        • Stabilizes services
        • Contains costs by eliminating redundancy, centralizing purchasing, centralizing administration, and providing a staff with a fit towards business.
  • Cost Containment or Innovation Driven?
  • Who are the Decision Makers?
  • Centralized or Decentralized IT Considerations
    • Centralized IT 
      • Pro
        • Economies of Scale
        • Business Units allowed to focus on their mission
        • Easier to attract and retain computing talent
          • Experts can support multiple business units
        • Budget can be easier to understand and manage
      • Con
        • IT puts a premium on "easy to manage" over functionality or ease of use
          • Vendor lock in
        • IT puts a premium on stability so that new ideas are difficult to try out
        • Difficulties managing disruptive change in the IT market. Disruptive technologies always shake up the powers that be
        • Could lead to a situation where interlocking IT services lock in a business unit from replacing a sub optimal component.
          • Worse example is IT making strategic decisions based on locking business units into particular paths that they would not normally want to go down.
      • Warning signs of too much central control
        • Policies to force business units to accept centralized services are used to kill off innovation
        • Disruptive technologies are widely requested but not implemented
        • Use of the domain name and DNS as a weapon rather than a service
        • Most organizations not necessarily in the IT market should look for these
          • Web hosting should be off-site
          • Email and Collaboration should be in the cloud or it should be planned
          • All file and document storage cloud storage should be in active consideration
          • Redundant connections to the Internet with more bandwidth
          • Active BYOD programs with an emphasis on mobile technologies
          • Many SaaS Silos for particularly business processes in production
            • Saas Should be the default for new projects unless business (not IT) requirements point to another solution
    • Decentralized IT
      • Pro
        • Business need and dedication to the mission leads to the fastest (and best fit) innovation
      • Con
        • Interoperability and the integration of business units suffers
        • Redundant systems
        • Cost sharing difficulties
        • Bad archival and disaster planning
        • Difficult to budget
    • Hybrid
      • What is hybrid
      • What to centralize
      • What to decentralize
  • Some Good Models