Success factors of long-term CIOs

Although the average tenure of CIOs has increased over the last years, the majority of CIOs have been in their positions for only three years or less. Nevertheless, some CIOs have been successful in their position for a long time. In this study, we use tenure as a proxy for success as a CIO. The goal of this paper is to examine factors that are critical to the success of long-term CIOs. For this purpose, we created and analyzed resumes of 384 CIOs. Out of these 384, we conducted 19 interviews with CIOs from top-tier companies and collected and analyzed both qualitative and quantitative data. In the process, we were able to identify nine factors that are critical for the success (CSF) of CIOs. These factors fall into three categories. Category “Personality” includes “Accepting and embracing change” (CSF #1), “Being perseverant to pursue long-term goals” (CSF #2), “Anticipating the future through visionary thinking” (CSF #3), and “Being empathetic to deal with uncertainty felt by co-workers” (CSF #4). The “Role Fulfilment” category includes “Cross-functional involvement and integration of the IT organization” (CSF #5), “Positioning and restructuring of the IT organization” (CSF #6), and “Well-connected and communicative leadership” (CSF #7). The “Organizational Environment” category consists of “Availability of skilled workforce” (CSF #8) and “Reporting line to the CEO” (CSF #9). CSFs 1, 2, and 3 were perceived as most important by the participating CIOs. The results may be of particular interest both to aspiring CIOs and equally their employing organizations, as they reflect what long-term CIOs value during their time in office.

Aggregated coefficients of IT projects labor resources

The purpose of this article is to reduce the cost and time for the formation of a project team, as well as improve the quality of selected teams, by automating the process of calculating the labor resources of project teams. The objectives of the article are to study and analyze theoretical works on project teams formation and the construction of aggregated coefficients of a project and an employee for IT projects labor resources calculation. The article reveals the basic concepts and mechanisms of project management and human resources of an IT organization; the process of a project team forming and its structure, which is made up of the customer's team and the executor's team, is considered. A set of key indicators of a project and an employee is highlighted, which are necessary components for introducing the concept of an aggregated coefficient. The description of the calculation of the aggregate coefficient of the project (Iп), the aggregate coefficient of the employee (Ic), as well as the project aggregated coefficient of the employee (Ic п ) is provided, since the aggregated indicators of the project and the employee are independent in relation to each other, and to solve the tasks we need a coefficient that describes usefulness and efficiency of attracting a specific employee for a specific project. The theoretical significance of the work lies in the fact that it describes the process of project teams building in details, proposes aggregated coefficients of projects and employees, which make it possible to assess and select labor resources for project teams. The obtained theoretical results can be used to assess the role of each employee on a separate project and in the company as a whole, to calculate the labor resources of IT projects, as well as by the search and project planning department when choosing the scope and nature of work for the period under consideration.

Examining the influence of mindfulness on organizational role stress (ORS): a monitor acceptance theory perspective

PurposeThe purpose of this paper is to examine the influence of mindfulness on organizational role stress (ORS) based on the Monitor Acceptance Theory (MAT) perspective.Design/methodology/approachThis study is based on a cross-sectional data analysis collected from 137 employees working at an Indian IT organization located in Bangalore (India). ORS and MAAS scales have been used for measuring ORS and mindfulness, respectively.FindingsOverall, the study findings have indicated a negative relationship (r = −0.588) between mindfulness (M) and ORS. First, both personal inadequacy (PI) and self-role distance (SRD) are found to be predominantly impacted by M, whereas both role erosion (RE) and role overload (RO) appear to be less affected by mindfulness. Second, SRD appears to be the highest ORS sub-dimension among IT employees. Third, building on the extant literature, it can be inferred that “no one size fits all”, ORS is both organization and context specific.Originality/valueThis study pioneers to establish empirical evidence between M and ORS. Training employees on M can help in effectively handling ORS.

Software process improvement initiative in medium size IT organization: a case study

IT organizations are striving to develop software solutions that meet customer needs as well as their business goals. Software organization scontinuously improve their software development practices for faster time-to-market and better software quality. The success factors to conduct process improvement initiatives are documented in the literature, but their effect and existences differ from one place to another. Hence, as the culture and organizational behavior in developing software varies across the world, it becomes interesting to report and discuss local experiences in differentregions. The experience gained in this empirical study differs from that gained in the previous work in the sense that it was the organization that initiated this initiative and this ensures the top management commitment in conducting the process improvement initiative. We have used CMMI continuous representation and SCAMPI Class C appraisal method to conduct the appraisal. In this empirical study, most of the success factors are met toconduct the process improvement initiative, including: Staff involvement and high staff morale. Several process pitfalls have been identified; an interesting one is that adopting powerful case tools is not enough to control the development process if they are not fully used.

Evaluating the DevOps Reference Architecture for Multi-cloud IoT-Applications

DevOps originated in the context of the agile development aims to enable the continuous deployment of software applications in small releases. Most recently, organizations are taking a significant interest in adopting DevOps for automatically deploying IoT applications to multi-cloud. The interest is there; however, the challenge is how to achieve this. A new DevOps reference architecture (DRA) framework has been iteratively developed to address this challenge. This paper presents the updated DRA framework and its empirical evaluation results. The empirical evaluation is composed of two phases: (1) industry case study evaluation conducted in an IT organization, and (2) industry field survey with a cohort of experts in software engineering. The evaluation aims to determine the applicability and novelty of the DRA framework. The evaluation results indicate that the DRA is fit for its intended purpose and is expected to help both researchers and practitioners. The DRA uses can architect complex design models for the purpose of supporting the automated development stage of software applications. Software engineers can implement the DRA models for deploying complex IoT application to the multi-cloud environment in the current organization development parameters.

BENEFITS OF KNOWLEDGE SHARING WITHIN AN IT ORGANIZATION

Knowledge has been often crucial for an organization in order to maintain a competitive advantage and it’s a fact that has been wellknown and established. Nowadays knowledge has become more and more important, one factor being that the organizations are no longer restricted to local operations. This now means that knowledge from an original location needs to be transferred onto the new ones, employees must be trained and prepared, systems and processes must be kept up to the original standard and, of course, progress must be unhindered by all of this. In this new context, knowledge is increasingly seen as an important asset and valuable resource for the organization, often making the difference between the success and the failure of a company. Knowledge management is now seen as a strategic initiative and is being considered the key to creating opportunities for companies, businesses and organizations that aim to use their knowledge resources in order to maintain themselves competitive and in order to conduct business in an era of information technology. The reason for this is that companies now operate in a global market, meaning that the competition is always present and the most important, is evolving faster than ever. This research study and its future results will provide an insight into the knowledge environment of an IT company, the overall state of it and the opinions of the ones involved. IT is a very competitive market where technologies evolve at an astounding rate, where keeping an edge means always coming up with new solutions for new and existing problems, providing qualitative work in the scope of keeping and attracting customers and, of course, creating new knowledge and information that is aimed at helping the individuals within the organization and the company itself.

The Problem of Classification of Targets in Informational Conflicts

As a result of changes in the technological tenor and congruous with it organization of the world economy, serious changes have occurred in the gradation of participants in armed conflicts. Firstly, the warring parties are not only states now. Secondly, the vast majority of the targets to be overpowered to ensure victory in the conflict are currently in the private sector and out of state control. Also, an essential feature of the information confrontation is that in the vast majority of situations, the direct perpetrator of an information attack cannot be identified immediately and to a large extent due to the fact that “military” conflicts in cyberspace in the context of international relations can be “embedded” in various forms of struggle for power: political, economic, informational, technological, media and ideological, etc. That is, a significant number of participants in ordinary everyday life implicit activities in all walks of life from all over the globe can be not only indirect but also direct participants of informational conflict.In the digital era, targets selected for destruction can have completely different and unexpected properties, which leads to the existence of a significant number of approaches to the classification of targets of informational impact. Force is used against physical and virtual objects in the physical, informational and cognitive dimensions.The complexity of assessing the physical damage inflicted on states, and their population in the cognitive sphere conformably, and relating it with the practice of assigning international responsibility for the use of traditional means of warfare makes it impossible to form any adequate universal international political and legal regime for countering information threats in the near future. The elimination of threats in cyberspace is a common interest in ensuring international stability, but at present it can be carried out by states only on their own.A statement of the specified list of unacceptable aggressive actions carried out through information influences in the federal legislation will be, in essence, a preventive measure, since it will establish a threshold restriction for other international actors to interfere in the internal affairs of the state from outside.

Conceptual framework of a skill-based interactive employee engaging system: In the Context of Upskilling the present IT organization

Skills form an integral part of an organization for its efficient functioning. This research study investigates mechanisms to actively persuade employees and organizations to change their attitudes and perspectives towards skills through the design and implementation of a skill-based system. The aim of the project is to know if we can create a skill-focused climate in a software organization through a software system proposed by the researcher and if such a system will help in utilizing in-house employees for new opportunities rather than hiring new employees. Feedback was collected on the proposed skill-based system from software professionals and human resource managers through an online survey. Findings reveal that the proposed skill-based system will create a skill-focused climate in a software organization and also help in better utilization of internal employees for new skill requirements rather than directly hiring external employees.