It would be easy to glance at the heading of last week's article, CIOs must get on board - by Karen Dearne, and think it is so obvious it hardly needs saying.

Maybe that's because we are preaching to the converted.

Let me say that I am in complete agreement with the sentiments expressed by Microsoft CIO, Rick Devenuti. Until June 2000, I was CIO for the NSW Office of State Revenue (OSR). For the last three years, OSR undertook a $30 million re-engineering and software development project. This was one of the NSW Government's largest IT projects in recent years, yet remained very low profile, for very good reason.

In Government, projects largely achieve notoriety only when something goes horribly wrong. Yet this project was successful by the usual standards of quality, timeliness, and cost. To achieve success with a project of this size required a lot of people getting a lot of things right. Of course, this includes project managers, software developers, business specialists, change managers, and staff.  Having reliable hardware and software doesn't hurt either.

As CIO with a set on the board, I was aware of all the business issues, at the time they were first being considered. As Director of Information Services, I could ensure these were never out of scope.

Further, when other directors had qualms about project issues, it was often possible to address them on the spot - by 'one of their own' on the board.  It is far more effective when the IM&T (Information management and technology) area is not trying to guess or interpret senior management directions. From the CIO perspective, it is certainly easier to ensure alignment between business objectives and IT systems when you have a foot in both camps.

Yet today we see some organisations drifting towards titles such as Technical Information Officers. Fine as an adjunct to the CIO, but dangerous as a replacement - unless the remainder of the board is very knowledgeable in information management and technology matters.  Moves to replace CIOs with technology managers may be fuelled by cost considerations, ignorance, or political opposition by those worried that the CIOs are gaining too much influence.

For those who have been napping, IM&T moved from the back office some years ago. In many cases, IM&T is now as important to organizational success as sales and marketing. CEOs need to have their key executives in the loop and, for any business that uses their information and technology as a strategic weapon, that must include the CIO.

Steve Amesbury

Director Island Consulting
Cambewarra