{"product_id":"the-chief-information-officers-body-of-knowledge-isbn-9781118043257","title":"The Chief Information Officer's Body of Knowledge","description":"\u003cb\u003eDown to earth, real answers on how to manage technology—from renowned IT leaders\u003c\/b\u003e  \u003cp\u003eFilled with over thirty contributions from practitioners who handle both the day-to-day and longer term challenges that Information Technology (IT) departments and their parent businesses face, this hands-on, practical IT desk reference is written in lay terms for business people and IT personnel alike. Without jargon and lofty theories, this resource will help you assist your organization in addressing project risks in a global and interconnected world.\u003c\/p\u003e \u003cul\u003e \u003cli\u003eProvides guidance on how business people and IT can work together to maximize business value\u003c\/li\u003e \u003cli\u003eInsights from more than thirty leading IT experts\u003c\/li\u003e \u003cli\u003eCommonsense, rational solutions for issues such as managing outsourcing relationships and operating IT as a business\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003eOffering solutions for many of the problems CIOs face, this unique book addresses the Chief Information Officer's role in managing and running IT as a business, so the IT department may become a full strategic partner in the organization's crucial decisions.\u003c\/p\u003e \u003cp\u003ePreface xi\u003c\/p\u003e \u003cp\u003eIntroduction xv\u003cbr\u003e \u003ci\u003eRegis McKenna\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eIs the CIO Ready for This New World? xx\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart One: People\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 1: Collaboration and Teamwork 3\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eRobert Slepin\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eSigns, Symptoms, and Root Causes 4\u003c\/p\u003e \u003cp\u003eModeling the Way 4\u003c\/p\u003e \u003cp\u003eThe IT Leadership Team Is Critical to Success 5\u003c\/p\u003e \u003cp\u003eDeveloping Teaming Skills throughout IT 7\u003c\/p\u003e \u003cp\u003eRecruiting for People Skills 8\u003c\/p\u003e \u003cp\u003eSetting Clear Direction 8\u003c\/p\u003e \u003cp\u003eCommunicating Effectively 10\u003c\/p\u003e \u003cp\u003eSummary 11\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 2: Recruiting Best Practices 13\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eWalter Bacon\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eInternal Recruiters 15\u003c\/p\u003e \u003cp\u003eNetworking 16\u003c\/p\u003e \u003cp\u003ePartners 17\u003c\/p\u003e \u003cp\u003eSelecting a Partner 18\u003c\/p\u003e \u003cp\u003eWorking Effectively with Your Partner 20\u003c\/p\u003e \u003cp\u003ePlan for Flexibility 22\u003c\/p\u003e \u003cp\u003eEnvision Your Ideal Team 22\u003c\/p\u003e \u003cp\u003eInterpreting Resumes 23\u003c\/p\u003e \u003cp\u003eInterviewing 25\u003c\/p\u003e \u003cp\u003eSelling Yourself, Your Team, and the Company 27\u003c\/p\u003e \u003cp\u003eChecking Credentials 28\u003c\/p\u003e \u003cp\u003eSummary 31\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 3: Career Pathing: Retaining and Developing Your Best and Brightest 33 \u003cbr\u003e \u003c\/b\u003e\u003ci\u003eArt Klein\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eIntroduction: The Challenge of IT Staffing 33\u003c\/p\u003e \u003cp\u003eThe Role of the CIO 34\u003c\/p\u003e \u003cp\u003eThe Career-Pathing Solution Space: Depth, Breadth, Clarity, and Flexibility 35\u003c\/p\u003e \u003cp\u003eFinding Your Place in the Solution Space 41\u003c\/p\u003e \u003cp\u003eConclusion 43\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 4: Why Provide Professional Development to IT Professionals? 45\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eJohn Moran, PhD\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eTypes of Professional Development 46\u003c\/p\u003e \u003cp\u003eRecommendations for the CIO and Other Executives 49\u003c\/p\u003e \u003cp\u003eConclusion 49\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 5: Skill Building for the IT Professional: Training, Training Plans, and Maintaining Skills 51\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eRossella Derickson\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eDeveloping the Training Plan 52\u003c\/p\u003e \u003cp\u003eConclusion 57\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 6: Retain Your Talent by Creating a Fun, Engaging Culture 59\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eBaron Concors\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eShow Respect 61\u003c\/p\u003e \u003cp\u003eReset Expectations 62\u003c\/p\u003e \u003cp\u003eRelate to Your People 62\u003c\/p\u003e \u003cp\u003eRemove Hierarchies 63\u003c\/p\u003e \u003cp\u003eRecognize 63\u003c\/p\u003e \u003cp\u003eRelax 64\u003c\/p\u003e \u003cp\u003eSummary 64\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 7: The CIO Career Guide 65\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eMark Wayman\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eYou’re Fired! 65\u003c\/p\u003e \u003cp\u003eHelp Wanted 66\u003c\/p\u003e \u003cp\u003eRepresentation from an Executive Placement Firm 67\u003c\/p\u003e \u003cp\u003eThe Resume—It’s Just a Bookmark 69\u003c\/p\u003e \u003cp\u003eThe Interview—No Second Chance for First Impressions 71\u003c\/p\u003e \u003cp\u003eClosing the Deal—Never Fight over Nickels 72\u003c\/p\u003e \u003cp\u003eCareer Tips for CIOs 72\u003c\/p\u003e \u003cp\u003eConclusion 73\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart Two: Process\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 8: Strategic Alignment 77\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eTim Campos\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eFramework 78\u003c\/p\u003e \u003cp\u003eBuilding the Strategically Aligned Organization 83\u003c\/p\u003e \u003cp\u003eConclusion 85\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 9: Developing an IT Strategy 87\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eMark Egan\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eOverview 88\u003c\/p\u003e \u003cp\u003eIT Strategy Methodology 88\u003c\/p\u003e \u003cp\u003eSummary 101\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 10: Competitive Applications of Technology 103\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eMichael Skaff\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eAn Early Pioneer 106\u003c\/p\u003e \u003cp\u003eDifferentiation in Education 108\u003c\/p\u003e \u003cp\u003eMusic Making 109\u003c\/p\u003e \u003cp\u003eSummary 110\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 11: A New Paradigm for Managing a Suite of Business Processes Inexpensively 113\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eCharles Follett and Jeff Goldberg\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eWhat We Should Be Doing 114\u003c\/p\u003e \u003cp\u003eCase Management 120\u003c\/p\u003e \u003cp\u003eConclusion 122\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 12: Information Technology Portfolio Management 123\u003cbr\u003e \u003c\/b\u003e\u003ci\u003ePamela Vaughan\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eWhat Is Information Technology Portfolio Management? 123\u003c\/p\u003e \u003cp\u003eUnderstanding What ITPM Is Not 125\u003c\/p\u003e \u003cp\u003eITPM Process 125\u003c\/p\u003e \u003cp\u003eITPM Best Practices 127\u003c\/p\u003e \u003cp\u003eITPM Benefits 128\u003c\/p\u003e \u003cp\u003eConclusion 128\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 13: A Beginner’s Guide to the Software Development Life Cycle 129\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eStuart Robbins\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eCase Study: Project X 130\u003c\/p\u003e \u003cp\u003eThe First Meeting 131\u003c\/p\u003e \u003cp\u003eThe Experiment 133\u003c\/p\u003e \u003cp\u003eThe First Obstacle 133\u003c\/p\u003e \u003cp\u003eThe Second Obstacle 134\u003c\/p\u003e \u003cp\u003eConclusion 135\u003c\/p\u003e \u003cp\u003eSummary 136\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 14: Office of the CIO 137\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eMakarand Utpat\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eSituation 138\u003c\/p\u003e \u003cp\u003eIT Strategy Creation Process 139\u003c\/p\u003e \u003cp\u003eCreating Project Proposals as a Result of Driving an IT Strategy 140\u003c\/p\u003e \u003cp\u003eRecommendations and Current Status 143\u003c\/p\u003e \u003cp\u003eLessons Learned 144\u003c\/p\u003e \u003cp\u003eConclusion 147\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 15: Requirements 149\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eAllyn McGillicuddy\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eSolution Requirements Specification 150\u003c\/p\u003e \u003cp\u003eRequirements Management Risks 150\u003c\/p\u003e \u003cp\u003eStakeholder Management 151\u003c\/p\u003e \u003cp\u003eQuality Requirements 152\u003c\/p\u003e \u003cp\u003eEmergence of Prototyping for New Requirements 152\u003c\/p\u003e \u003cp\u003eDynamic Systems Development Methodology 156\u003c\/p\u003e \u003cp\u003eManaging Requirements with the Unified Development Process 157\u003c\/p\u003e \u003cp\u003eAgile Requirements Management 158\u003c\/p\u003e \u003cp\u003eAgile Requirements Management: Iteration 0 161\u003c\/p\u003e \u003cp\u003eFeature-Driven Development 162\u003c\/p\u003e \u003cp\u003eRequirements Management Tools 162\u003c\/p\u003e \u003cp\u003eRequirements Management Systems 163\u003c\/p\u003e \u003cp\u003eConclusion 163\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 16: Project Risk Management 165\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eSam Chughtai\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eA New Age of Risk Management in a Global, Interconnected World 165\u003c\/p\u003e \u003cp\u003eWhy Project Risk Management? 165\u003c\/p\u003e \u003cp\u003eKey Executive Challenges 166\u003c\/p\u003e \u003cp\u003eConclusion 170\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 17: Project Cost Estimation 171\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eSubbu Murthy\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eConcepts 172\u003c\/p\u003e \u003cp\u003eCost Estimation Tools and Techniques 172\u003c\/p\u003e \u003cp\u003eCost Estimation Process 174\u003c\/p\u003e \u003cp\u003eSummary 175\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 18: Managing Project Quality 177\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eWilliam (Liam) Durbin\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eInstituting Project Quality 178\u003c\/p\u003e \u003cp\u003eConclusion 185\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 19: Project Reviews 187\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eSubbu Murthy\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eConcepts 188\u003c\/p\u003e \u003cp\u003eTypes of Project Reviews 189\u003c\/p\u003e \u003cp\u003eProject Review Process 192\u003c\/p\u003e \u003cp\u003eSummary 192\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 20: Compliance 195\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eGary Kelly\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eRegulatory Compliance 196\u003c\/p\u003e \u003cp\u003eProcedural\/Policy Compliance 197\u003c\/p\u003e \u003cp\u003eSecurity 197\u003c\/p\u003e \u003cp\u003eHackers and Outside-the-Network Attacks 200\u003c\/p\u003e \u003cp\u003eSummary 202\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 21: Service Management 203\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eHimanshu Shah\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eService Management Life Cycle 203\u003c\/p\u003e \u003cp\u003eWhat Is Service Management? 207\u003c\/p\u003e \u003cp\u003eService Delivery Models 213\u003c\/p\u003e \u003cp\u003eConclusion 216\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 22: Balancing IT’s Workload 217\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eDavid Blumhorst\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eIT Work Comes In through Many Chaotic Channels 217\u003c\/p\u003e \u003cp\u003eResource Allocation Myths 219\u003c\/p\u003e \u003cp\u003eOrganizing Demand for Work by Scale 220\u003c\/p\u003e \u003cp\u003ePlanning IT like a Manufacturing Floor 222\u003c\/p\u003e \u003cp\u003eDifferent Techniques for Different- Size Departments 222\u003c\/p\u003e \u003cp\u003eKeys to Success 225\u003c\/p\u003e \u003cp\u003eConclusion 225\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 23: Outsourcing and Offshoring 227\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eJeff Richards\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eReasons to Outsource 228\u003c\/p\u003e \u003cp\u003eWhat to Outsource 228\u003c\/p\u003e \u003cp\u003eStrategic Framework for Global Sourcing 230\u003c\/p\u003e \u003cp\u003eUsing the Strategic Framework for Global Sourcing 232\u003c\/p\u003e \u003cp\u003eThe Outsourcing Process 233\u003c\/p\u003e \u003cp\u003eConclusion 239\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart Three: Technology\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 24: Information Technology Portfolio Management 243\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eLouis Carr, Jr.\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eWhy Is IT Portfolio Management Necessary? 244\u003c\/p\u003e \u003cp\u003eImplementing IT Portfolio Management 246\u003c\/p\u003e \u003cp\u003eMeasuring Effectiveness of IT Portfolio Management 248\u003c\/p\u003e \u003cp\u003eConclusion 249\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 25: Strategic Information Security Management 251\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eDavid Finnis\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eInformation Security Business Alignment 251\u003c\/p\u003e \u003cp\u003eData Protection 255\u003c\/p\u003e \u003cp\u003eInformation Security Management Systems 259\u003c\/p\u003e \u003cp\u003eSummary 262\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 26: From Vision to Reality: Implementing Information Security 263\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eJohn M. Millican\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eEnterprise Information Security Architecture: Bridging the Conceptual to the Actual 263\u003c\/p\u003e \u003cp\u003eTools of Information Security 264\u003c\/p\u003e \u003cp\u003eConclusion 275\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 27: Business Continuity Planning 277\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eDave McCandless\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eDefining the Need for BCP 278\u003c\/p\u003e \u003cp\u003eProcess of Continuity Planning 279\u003c\/p\u003e \u003cp\u003eStrategic Value of BCP 283\u003c\/p\u003e \u003cp\u003eWhat BCP is Not 284\u003c\/p\u003e \u003cp\u003eEmerging Technologies and BCP 285\u003c\/p\u003e \u003cp\u003eSummary 287\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 28: Overcoming the ‘‘Computer Guy’’ Stigma: A Perspective on Why Being Involved in Your Web Strategy Matters 289\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eKevin L. Soohoo\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003ePurpose 290\u003c\/p\u003e \u003cp\u003eKeyword Capitalization and Competitive Landscape 292\u003c\/p\u003e \u003cp\u003eSocial Media 293\u003c\/p\u003e \u003cp\u003eConclusion 294\u003c\/p\u003e \u003cp\u003eAbout the Editor 295\u003c\/p\u003e \u003cp\u003eAbout the Contributors 297\u003c\/p\u003e \u003cp\u003eIndex 307\u003c\/p\u003e  \u003cp\u003e\"\u003ci\u003eThe?Chief?Information?Officer's Body of Knowledge\u003c\/i\u003e is stuffed full of great information offered up in very practical terms giving the reader every confidence they can replicate or adapt the ideas themselves.\" (thehigheredcio.com, March 2012)\u003c\/p\u003e  \u003cp\u003e\u003cb\u003eDEAN LANE\u003c\/b\u003e founded the Office of the CIO, a group of experienced CIOs and former Big 4 consulting partners who have formed a community and consulting organization to better align business and IT. Lane has been a CIO at four different companies: Honeywell, ATK, Plantronics, and Masters Institute. He was also a consultant for Ernst \u0026amp; Young, AT\u0026amp;T, and the Gartner Group. He is past president of the Society of Information Management's Silicon Valley Chapter; serves on the advisory boards for the Naval Postgraduate School, SFSU's Center for Business Systems, and Sparta, Inc.; and is an active member of the Institute of Management Consultants, ISACA, and the CIO Collective\u003c\/p\u003e .  In today's competitive corporate environment, CIOs are buzzing about the latest technologies. Some companies, and even more technologists, rush to these bleeding-edge products as though the glitz and glitter will rub off on their own endeavors. There is a need for common sense and rational solutions to provide the foundation for the implementation of these new tools. With insights from 30 major IT leaders, The \u003ci\u003eChief Information Officer's Body of Knowledge\u003c\/i\u003e provides real, down-to-earth answers on how to manage existing technology and supplies the basis for how to integrate new technologies without destabilizing the day-to-day operations that are critical to your business.  \u003cp\u003eWritten in lay terms for business people and IT personnel alike, editor Dean Lane has compiled contributions from the best and the brightest in the field to provide a hands-on, practical application IT desk reference. You'll learn how to make decisions that benefit your company's IT department, how business executives and IT personnel can work together to maximize business value, how to establish standard practices to become more effective and efficient, and how the CIO should manage and run IT as a business so that the IT department can become a full strategic partner in your organization's crucial decisions.\u003c\/p\u003e \u003cp\u003eSpanning people, processes, and technology, this hands-on desk reference is your go-to source for almost any IT-related issue, including:\u003c\/p\u003e \u003cul\u003e \u003cli\u003e \u003cp\u003eCollaboration and teamwork\u003c\/p\u003e \u003c\/li\u003e \u003cli\u003e \u003cp\u003eWhy the IT leadership team is critical to success\u003c\/p\u003e \u003c\/li\u003e \u003cli\u003e \u003cp\u003eRecruiting, networking, and interviewing\u003c\/p\u003e \u003c\/li\u003e \u003cli\u003e \u003cp\u003eThe challenge of IT staffing\u003c\/p\u003e \u003c\/li\u003e \u003cli\u003e \u003cp\u003eSkill building\u003c\/p\u003e \u003c\/li\u003e \u003cli\u003e \u003cp\u003eThe CIO career guide\u003c\/p\u003e \u003c\/li\u003e \u003cli\u003e \u003cp\u003eIT strategy methodology\u003c\/p\u003e \u003c\/li\u003e \u003cli\u003e \u003cp\u003eCompetitive applications of technology\u003c\/p\u003e \u003c\/li\u003e \u003cli\u003e \u003cp\u003eRisk management in a global, interconnected world\u003c\/p\u003e \u003c\/li\u003e \u003cli\u003e \u003cp\u003eProject cost estimation\u003c\/p\u003e \u003c\/li\u003e \u003cli\u003e \u003cp\u003eRegulatory compliance\u003c\/p\u003e \u003c\/li\u003e \u003cli\u003e \u003cp\u003eBalancing IT's workload\u003c\/p\u003e \u003c\/li\u003e \u003cli\u003e \u003cp\u003eOutsourcing and offshoring\u003c\/p\u003e \u003c\/li\u003e \u003cli\u003e \u003cp\u003eMeasuring effectiveness of IT portfolio management\u003c\/p\u003e \u003c\/li\u003e \u003cli\u003e \u003cp\u003eInformation security management systems\u003c\/p\u003e \u003c\/li\u003e \u003cli\u003e \u003cp\u003eDefining the need for business continuity planning\u003c\/p\u003e \u003c\/li\u003e \u003cli\u003e \u003cp\u003eWhy being involved in your Web strategy matters\u003c\/p\u003e \u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003eDon't reinvent the wheel when you can learn from your peers and apply time-tested, proven practices in your organization. The \u003ci\u003eChief Information Officer's Body of Knowledge\u003c\/i\u003e provides immediate actions you can take today to help your company and IT organization achieve higher performance and create increased value to your key stakeholders and customers.\u003c\/p\u003e  \u003cp\u003ePraise For The Chief Information Officer's Body of Knowledge\u003c\/p\u003e \u003cp\u003e\"From trends in business intelligence to insights on leading and retaining high-performance teams, this book will assist in faster decision-making and execution that can greatly influence the success of a company.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e—Naresh Shanker,\u003c\/b\u003e Vice President and CIO, Palm, Inc.\u003c\/p\u003e \u003cp\u003e\"CEOs seeking to reinvent their company to optimize its digital potential need the CIO to be their right hand. Developing the CIO strategy that partners with this business transformation requires CIOs to do more than ever before and this book, with many insights from industry leaders, will help CIOs prepare for this challenge.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e—Ken Kannappan,\u003c\/b\u003e CEO, Plantronics, Inc.\u003c\/p\u003e \u003cp\u003e\"As the pace of business continues to accelerate, it is increasingly difficult to keep up with the ever-changing world of technology, evolving trends, and peer networking. It would take over a year's worth of monthly networking meetings to derive the insights and information contained in this book. A great resource on what matters for the evolving role of the CIO.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e—Tom Cullen,\u003c\/b\u003e CIO, Driscoll's Berries\u003c\/p\u003e \u003cp\u003e\"A valuable collection of best practices, both theoretical and practical, that make us all better leaders, this book is a must-read.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e—Tom Peck,\u003c\/b\u003e SVP and CIO, Levi Strauss \u0026amp; Co.\u003c\/p\u003e \u003cp\u003e\"An excellent resource, this book is a great place for seasoned veterans and new leaders to get tried-and-true advice and direction.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e—Leo Collins,\u003c\/b\u003e CIO, Lions Gate Entertainment\u003c\/p\u003e \u003cp\u003e\"Lane brings us knowledge and advice from a 'who's who' list of CIOs, CEOs, and thought leaders in the field of managing—and leading—IT. This practical handbook for current and aspiring leaders addresses both the hard and soft skills required in today's highly complex and continually changing IT environment. The Chief Information Officer's Body of Knowledge provides a 360-degree view from those who have been there of what it takes to excel in managing IT to strategic advantage.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e—Nancy K. Hayes,\u003c\/b\u003e Dean, College of Business, San Francisco State University\u003c\/p\u003e \u003cp\u003e\"A Body of Knowledge book for effective IT management practices is long overdue. All of the contributors underscore the importance of interpersonal relationships, whether they be within individual IT groups, individual companies, or the overall IT industry, as the critical 'lubricant' in realizing true business value from the use of information technology. If IT managers at all levels spent more time nurturing relationships and less time being technologists and project managers, the time-to-market of new ideas and IT capabilities would be much shorter!\u003c\/p\u003e \u003cp\u003e\u003cb\u003e—Mark Settle,\u003c\/b\u003e CIO, BMC Software\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47990186868965,"sku":"NP9781118043257","price":100.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9781118043257.jpg?v=1761786837","url":"https:\/\/k12savings.com\/es\/products\/the-chief-information-officers-body-of-knowledge-isbn-9781118043257","provider":"K12savings","version":"1.0","type":"link"}