Information Technology Reference
In-Depth Information
This finding suggests that the larger the IT unit, and presumably the agency, the more
critical it is that the CIO work harder to keep up with ongoing developments in diverse
locations throughout the agency.
Implement IT-Based Solutions Activities
One of the nine implement IT-based solutions activities emerged as critical in both the
Small IT Unit CIO profile and the Large IT Unit CIO profile:
Involve those to be affected by an IT-based change in its design and implementation
Here again, regardless of the size of the IT unit being managed, the data suggest that
it is critical for CIOs to empower employees by encouraging their input and active involvement
in the development of their systems. In addition, it appears that activities related to the
empowerment of employees may be even more critical during the implementation stage, than
earlier on in the IS development process (i.e., manage critical relationships). That is, a higher
percentage of both groups indicated the criticality of this sort of activity (i.e., empowering
employees) during the implementation stage than was indicated for a similar activity involved
in lobbying for and procuring resources for IT initiatives.
For example, 84% of the Small IT Unit CIOs and 95% of the Large IT Unit CIOs indicated
that “involving those to be affected by IT-based change in its design and implementation”
is critical. In contrast, only 68% of the Small IT Unit CIOs and 80% of the Large IT Unit CIOs
indicated that “explaining to users that their feedback is critical to expanding the benefits of
their systems” is a critical activity when managing critical relationships.
Five additional activities emerged as critical in the Large IT Unit CIO profile that are
absent from the Small IT Unit CIO profile:
Create a participative IT planning process
Disseminate results of IT projects
Procure and organize the technical expertise for development
Procure and allocate the equipment needed for systems development
Encourage an iterative IS development approach
The first two relate to cultivating project champions by encouraging the collective
participation of IT and non-IT personnel in IT project initiatives as early on as the initial
planning stages. Cultivating project champions can increase support and morale for IT
projects, while helping to identify potential sources of project resistance. Such outcomes can
help increase the likelihood of project success.
The third critical activity relates to procuring intellectual resources, such as the
technical expertise necessary for the design and implementation of the IS. The fourth critical
activity involves procuring the physical resources, such as the hardware and software,
necessary for IS development. The last critical activity relates to directing the IS development
approach that is used throughout the IT project's development activities.
These data indicate that more activities are critical during the implementation process
for Large IT Unit CIOs than Small IT Unit CIOs. This may be related to the increased potential
for exposure and impact of the IS in the larger agencies as compared to smaller agencies.
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