What Is The Implementation Of A Chief Digital Officer?

In Energetics meets Generex negotiation, I was acting as a Chief Operating Officer (COO) for Energetics Corporation and my opponent and my classmate Chace Eskam was acting as a COO of Generex Corporation. In this deal, as a COO I was supposed to sell the Wind energy division of the Energetics to Generex. Energetics Corporation was in desperate need of cash due to bankruptcy. Another hurdle was that I could not sell three different locations of Wind plants individually. My company needed cash within three months with no additional terms added to this deal. My another best alternative was to sell all the assets of Wind Energy division to generate some cash if deal with Generex fails in this negotiation. Our negotiation went on for 15-20 minutes during class time and deal was set in $247 millions. My opponent Chace was very tough in this negotiation to deal. He was very prepared with facts and numbers before he came to the table. My opponent asked me lot questions such as the depreciation of the property, equipment’s life, taxes etc. After having lot of discussion we ultimately came to the conclusion that Generex will pay Energetics $247 million right away in cash to purchase Wind Energy division from Energetics.

Marianne Molberg has twenty plus years management experience, with over fifteen years of product development, program management, and operations management experience with company sizes from startup, mid-sized, to large multinationals. Marianne’s deep understanding of scaling agile software development, and product development, has enabled her to lead Program Management organizations with up to fifty globally distributed software development teams focusing across the full product lifecycle. Most recently, she has directed her energy towards building and scaling a decision-making and governance framework using total quality management, agile, and LEAN methodologies to link strategic planning and portfolio execution management for Pearson’s Global Product Organization.

Jharna Software is a software company located in India that was established in 1992, with a focus on IT services for the banking and finance sector. Its offerings include e-commerce solutions, networking solutions, offshore services, applications development, enterprise resource planning, customer relationship management (CRM), e-CRM and business process outsourcing. Jharna received awards from the Indian government for performance in exports and does well in the market. The founders believe that their high-quality offerings at low price points is the key to their success, helped by their focus on maintaining a highly-skilled work

Now a day’s technology can be easily accessible than the decade ago by the vendor’s as well as the expectations on the organization is increasing more than the previous years. As a result CIO has to work hard and think innovatively to meet their expectations and the organization’s growth. Therefore, CIO has to concentrate more on the strategy to develop the technology.

Our colleague customers will continue to lose faith in our ability to deliver on our promises and, ultimately our efforts will be supplemented by outside expertise – potentially eliminating our role within the organization. A second motivational tactic leverages the technology team’s desire to create useful things. Each team member genuinely enjoys the gratitude our colleagues share when we create things that make their day-to-day organizational life easier and by adopting an agile approach, our colleague customers become more engaged in the process and we will be able to deliver solutions to them more

Tom Westfall has worked in the information technology field for over 30 year, during that time Tom has managed and developed applications for a wide verity of companies. Once coming to Pittsburgh, PA in 2010 to work at Omnyx LLP, he and his wife settled in the Mexican War Street, on Pittsburgh’s Northside. While working at Omnyx LLP, he became very familiar with Agile and Scrum and received his scrum master certification and has used this knowledge to help teams become more predictable. He has also been working with the Agile community in Pittsburgh to grow agile adoption and knowledge in the area. In the last six years he has also gotten the SAFe Agilist (SA) certification. Tom came to PNC as a Project Manager III in 2015, to bring the Agile

The Chief Information Officer (CIO) is a key part of a business that utilizes technology and data. A CIO is part of the Executive team and needs to be knowledgeable about the industry but also have great project management skills and business skills. CIO’s must keep adapting to industry trends so they can decrease the chance of error. Another key part of that business is the information technology managers that are accountable for the IT services and there IT support people, by using critical thinking and researching strategies to achieve the business goals. IT managers directly report to the CIO and keep him informed and what is needed in all the departments.

As Thompson (2015) has discussed, the world is changing fast and organizations must be flexible in handling changes to be able to thrive well or they may experience dilemmas. In 1997, Apple Company, which almost reached bankruptcy ousted its that time CEO, Gil Amelio, where Steve Jobs replaced him and declared himself interim CEO. Apple that time is experiencing a disruptive change, a change that is radical and immediately happening, in other words unexpected. However, they were able to response to it quickly and prevented the company to hit the very bottom by bringing back Steve Jobs. Jobs had so much idea with him, which the company needed most at that time (Time, 2016).

The principles of the new “Agile” Methodology emphasize breaking up the traditional long-term software development cycle into several smaller iterations (or releases) of the product within short timeframes. (Douglas & Tech Trends, Inc., 2006) “These principles spoke to me on a very fundamental level,” said Skinner. Realizing that the change in methodology would help his organization to better meet the organizational goals for Blue Cloud’s development as well as propel them strategically ahead of their competition, Mr. Skinner hired a group of external experts in the Agile Methodology to get the process going. The current development structure at Blue Cloud was a traditional development environment, so Mr. Skinner set up a meeting with the organization to introduce them to the new methodology. At this meeting, he introduced a group of skilled consultants in the new methodology that were to lead the implementation. Mr. Skinner knew that the proper management of the implementation of the new Agile Methodology was going to take program expertise and a lot of training for

In other words, how can PMO and agile live together in an organization? Therefore, the target of this paper is to address the issues and clarify the relationship between the PMO and Agile methodology.

The Chief Information Officer (CIO) plays an important role in the creation and execution of an organization’s information technology infrastructure. Due to the establishment of the role, the range of influence on business has developed from a technical role to a job that has gradually focused more on business strategy (Rouse, 2015). Currently, the primary roles of a CIO are to oversee much of the day to day technical operation, monitor cost for IT assets as well as managing the technical staff. Conversely, a development is taking place as executive teams are identifying chances that can influence IT investments in care of business transformation. As a result, this is requires CIOs to have a higher level of power on how businesses change.

From my perspective, though not being privy to a genuine cost analysis, yet being well versed in areas that do impact our financial well-being – most notably where challenges in back-end scenarios could be met more immediately and internally rather than hired out and realized on an external vendor’s own timeline – I will provide an analysis that clearly displays the benefits of agile methodology over our current use of waterfall. With this essay, I intend to provoke change, though I do understand that further consideration and discussion will be required prior to any realization of meaningful change.

Agile techniques should be used to solve the current issues faced by the company as agile techniques normally being used by the software industry help the business to act in response under the unpredictable situations faced. In Agile methodologies opportunities are been provided to evaluate whether the project is under the direction all through its development cycle. All this is being accomplished with the help of regular tempo kept in work, and the teams must show a product which is having the desired potential.

In a fast-moving business environment, how can today’s CIO make the biggest impact on behalf of the entire organization?

This paper describes Agile development methodologies and their benefits. Section II presents key elements of Agile. Section III presents benefits of Agile development methodologies over traditional waterfall methodologies.