Jim Roggero, CIO Missouri Larry Murphy, NCSC Consultant Charles Byers, CIO Kentucky

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1 Jim Roggero, CIO Missouri Larry Murphy, NCSC Consultant Charles Byers, CIO Kentucky

2 Collaboration Innovation Change Agent Listen/Open Mind Be a Visionary Security Advocate Courts Needs/Understanding

3 Tablets ipad, Playbook, etc. Desktop Virtualization Collaboration Tools Social Media Unified Communications Current Operations/Foundation

4 THINGS COME AND, GO and then they COME BACK AGAIN LESSONS FROM THE PAST valuable when they PROMPT ACTIONS FOR THE FUTURE

5 Mid 1980 s Courts started to recognize need for leadership and manage of technology resources COSCA and NACM with Joint Technology Committee COSCA development programs for planning and management CITOC established

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7 Private sector CIO established in early 1980 s Role in private sector defined and recognized because of the technology delivery of corporate goods and services Executive Branch CIO focus on consolidation, providing delivery of service for fee, policy and cost reduction Executive Branch CIO focus less on business process and re-engineering

8 Has been described as senior executive responsible for establishing enterprise information policy, standards, applications for business use and management control of overall information resources

9 Communication Experience in overall management Understanding of court business processes Ability to manage technological experts Planning skills with emphasis on strategic planning

10 Change Management Sensitivity to human, organizational and social impacts of new technology Ability to proactively plan Business finance understanding and experience with Return on Investment

11 A management executive and then technical expert

12 Business perspective Communicator, educator, motivator and leader and relationship builder Continuously informed on developments in IT with the ability to interpret their significance Change oriented team play, catalyst to business thinking

13 Honesty, integrity, sincerity, and openness Ability to manage expectations of top executives and judges Ability to manage the boss

14 Ability to change Ability to see in multiple directions To strike fast when required Ability to hang on when the going gets tough Adapt to a constantly changing environment Able to envision the organization in holistic manner

15 Remain ahead of the game on technological developments Ability to endure tough times when unrealistic expectations and failure occur

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17 In order for CIO to be successful, the position has be active part of the Executive Team. Has to be a business solution contributor, not just a technologist It is through the managerial skills that the CIO can most effectively exploit the benefits of IT within the courts and gain creditability for further investments of technology

18 Fiscal limitations Ever changing landscape of new technologies and solution Court staff morale Hiring and recruitment of talented technology professionals Change Management in the business processes

19 Technology policies Technology procedures Standards for information resources Strategic planning for information resources To provide improved organizational functions by the use of technology Approval/acceptance of expenditures

20 Coordination of IT functional teams, court processes and services Ensuring the effectiveness of IT Governance Providing more information and technology to citizens and interested groups Direct involvement in Court Governance IT staffing, architecture, technology awareness, business intelligence, business transformation, customer service, networks and E-Everything

21 Responsibilities will continue to shift from technical/operational to a strategic/management focus The CIO s success will be defined to encompass strategic, enterprise-wide business goals and objectives The CIO s focus will be focused more on external customers, partners, service providers Human resource management will become a key CIO responsibility

22 CIO responsibilities will include IT portfolio management, IT investment management and risk assessment Business continuity and disaster recovery will continue to be seen as primary CIO responsibility Actionable business intelligence will become a standard deliverable from IT Increasing importance on Governance will require the CIO to develop a deeper understanding and intuitive grasp of court finance and accounting processes

23 CIO s will assume a greater leadership role with a focus on shaping and creating a court world fuelled by information

24 The job as advertised in early 2010: Provides vision and leadership for developing and implementing information technology initiatives for the judicial branch. The CIO directs the planning and implementation of enterprise information systems to support the business operations of the judicial branch, including longrange planning, development and maintenance of integrated case information systems, computer training, computer workstation and HELP desk support, facilities support and network technological solutions on a statewide basis.

25 The job description was good. Light on specifics, but clearly looking for a focus on vision, leadership, and an ability to facilitate long-range planning. But how hard could it be?

26 Hired and began in May 2010 NCSC interim CIO played key role in transition. Had identified and documented high-level desires from Director, and provided assessment of current capabilities. Worked to establish Technology Governance Committee. I was forewarned, but perhaps equated past performance with current capabilities. Would characterize department as very capable but lacking maturity and repeatable processes.

27 Past operational management experience was identified and quickly leveraged, as was financial, contracts, human resources, and legal experience. By the end of the first week, I had been appointed to our state board for capital projects a board comprised of members from every branch.

28 I found myself pulled in many directions at once. There were a couple of contributing factors: Kentucky had never had a CIO before They reclassified a Deputy Director position to create the CIO position, which implied some additional responsibilities. All expected, all welcomed, but an expansion of the role as described during recruitment.

29 Lacking a lot of documentation: Past project documentation, software requirements, project plans, any strategic planning documentation. Department was in need of reorganization, but it was difficult to cast a vision for a department without a strategic plan aligned with an overall judiciary plan. Problem areas began to identify themselves: MFPs, courtroom AV, software contracts, copiers, inadequate maintenance plans and dollars, etc.

30 Met with Director and Chief Justice and identified top three priorities of each of them. Put my focus there, and tracked progress. Implemented interim reorganization of department. Engaged contingent workforce provider and contract-to-hire model. Pursued grant opportunities.

31 Cast vision in each area of division: PMI/PMP, SEI/CMMI, ITIL variant. All hands luncheon (pot luck) to layout plans. Tactical hires within budget/hiring freeze. Cost cutting to offset. Meetings with departmental heads. Meeting with budget director.

32 Take ownership of the problems, regardless of the cause: bad decisions, poor planning, budget reallocations, lack of training, unqualified resources. Document goals for each department / area. Set timelines and measures. We cannot improve what we cannot measure, and we cannot measure what we have not defined.

33 Start educating stakeholders. They may be reluctant to change. We have always done it this way., The (other guy) did it this way. Or You just don t understand. Temper your expectations, and turn the ship slowly.

34 Champion communications Quarterly all-hands, departmental pot luck Departmental s, recognize your heroes Regular meetings with Technology Governance Committee Director Chief Justice (as schedule allows) Key court administrators Key court clerks, and Circuit Court Clerks Association Supreme Court administrative docket Court of Appeals term meetings Circuit and District Court term meetings Continuing education forums Justice partners (state police, crime commission, bar, prosecutors, sheriff, etc)

35 Establish horizontal linkages To the Executive and Legislative branches To other states To justice partners To Federal counterparts To recognized private partners and key vendors Start talking Total Cost of Ownership vs. Cost, in every conversation

36 Deputy CIO hired Planning second reorganization Building strong executive management team More tactical hires and reclassifications Helping other departments see what can be done Continuous improvement mindset PMO establishment Process library defined and being populated Project repository in place Development and delivery methodologies (79 LOB apps)

37 Helping Chief Justice and Director realize and articulate vision and goals Budget, the legislature and the process Linkages and examples Enterprise thinking Proactive vs. reactive and working toward a balance

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