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Short Courses | Center for Information Technology Innovation

Short courses are designed for our member company executives to give them quick information on the newest technologies and techniques. Short courses are offered a few times a semester. Here is a sampling of past course offerings.

"Take Back Your Life," Sally and Anne McGhee

We were extremely fortunate to have Sally and Anne McGhee in person.  Their productivity tools are very highly utilized and supported throughout Microsoft, as well as some of our own member companies, including Gates Corporation and Lockheed Martin.

This course enhanced the productivity for users of Microsoft Office Outlook by teaching them to create and maintain and Integrated Management System.  Sally and Anne addressed key issues regarding email overload, protocol, managing multiple objectives and projects, and prioritization. 

Many of their corporate clients and readers have reduced their email by over 50 percent. This is one of the most significant courses offered at CITI.

Effective Project Sponsorship - Defining, Building and Sustaining an Essential Project Role, Payson Hall

Effective Project Sponsorship was a half-day workshop that presented senior managers with an informational context to support and direct projects within their organizations.  Intended for senior staff with varied levels of project management experience or training, this workshop provided a foundation for informed interaction with project managers through a series of discussions and simulations.

  • Understand project management processes and the sponsor’s role
  • Know what information and work products sponsors should expect from project managers before, during and at the conclusion of projects
  • Know common pitfalls of project sponsorship and how to avoid them
  • Better appreciate senior management’s role in promoting good practices as well as sponsoring and influencing the outcome of projects
  • Be better prepared to sponsor projects

Managing IT as a Business - A Survival Guide for CEOs, Mark D. Lutcheon

Managing IT as a Business provided executives with practical advice on how to unleash the full potential of this critical function so that companies can derive maximum benefit. It offered a proven plan for bridging the gap between CEOs and CIOs that had impeded their ability to work together in order to craft objectives, establish budget guidelines, and develop metrics for measuring IT value and success. In short, with this book as a guide, business leaders learned how to manage IT as they would any other functional business unit.  Through numerous case studies that outlined the lessons other senior executives have learned while maximizing their IT investment, Managing IT as a Business covered such essentials as:  

  • Bringing IT into the mainstream of the enterprise
  • Managing IT as a stand-alone business unit that advances corporate goals and increases profits
  • Linking IT strategy to corporate strategy from a perspective of practical execution rather than theory
  • Helping business units define their technology needs and risks, and enhance IT services through rigorous relationship management
  • Institutionalizing within IT a culture of customer service, on-time delivery, high quality, and results-oriented performance
  • Rewarding IT executives and managers based on how well IT initiatives drive profits

In today's hyper-competitive business environment, long-term success depends on quality customer service and information management. As a key driver of that success, IT has become increasingly important to any company's survival. Embedding business-oriented performance measurements in all components of the IT organization may not be easy, but no forward-thinking executive can afford to ignore this business imperative. In Managing IT as a Business, Mark D. Lutchen offered CEOs the insight and practical guidance they need to get the most out of technology spending, to understand the real value of the IT business unit, and to increase revenues and minimize risks by taking advantage of new technologies.

Building Teams – CIO Alpine Access, Sean Curley

This three-hour seminar described what directors and managers can do build high performance teams

It appears that the aphorism, "people are our most important asset," is actually true. Compelling evidence now suggests that success comes from building and managing teams effectively. But while many leaders believe that putting people first makes strategic sense, all too few of their organizations do it.

What can you actually do to implement high-performance management practices and enjoy the benefits that will almost certainly accrue? Unfortunately, there are no easy answers. If there were, this strategy would not be such an important foundation for sustainable competitive success. But there are steps high-performing organizations can take that significantly improve the long-term effectiveness of their teams and increase the likelihood of success.

This talk was about building and managing high performance teams, and how they help yield a successful and sustainable organization.

Sarbanes Oxley – After it’s implemented and audited,  Darryl Austin

Sustaining SOX Compliance – Year 2 and Beyond - How can Sarbanes-Oxley Section 404 compliance transition to a sustainable process for companies?

Nine key areas for Sarbanes-Oxley Section 404 implementation:

  • Organization structure
  • Scope, documentation, and testing
  • IT controls
  • Use of external resources
  • Relationship with the auditor
  • Deficiency management
  • Audit committee communications
  • Section 302/404 certification process
  • Management letter and reporting

Why Projects Fail - Bill Casey, Executive Leadership Group

This half-day seminar described five strategic alternatives, or at least prerequisites, to more expensive, tactical nostrums such as software packages, intricate methodologies, and training infinitum. 

  • The business purpose of the project: understanding, articulating, and communicating what the project will achieve. This is an intellectually and politically demanding imperative.
  • Project owners and project sponsors: the thorny but necessary chore of sorting out which executive has purchased a business result and which executive is on the hook to deliver it; their respective roles and accountabilities.
  • Authorization of the project manager: a decision that hinges on whether the project manager role is really that of a coordinator, or indeed that of a manager.
  • Project configuration: structural issues such as who is accountable to whom for what? When is an ad hoc management relationship preferable to a customer-supplier model? What must be included in internal service level agreements to make them work?
  • Organizational learning policies: when project mistakes continue to recur, it suggests that the common project management tactic of "lessons learned" has yet to be institutionalized.

Leading Geeks - Paul Glenn, Author, C2 Consulting

This half-day seminar discussed “How to Manage and Lead People Who Deliver Technology,” which was recently published by Jossey Bass as part of the Warren Bennis Signature Series.

Privacy and Enterprise Risk Management - Rebecca J. Whitener, Director of EDS Privacy Services

This half-day seminar addressed current privacy issues associated with global trends, emerging legislation, new technologies and consumer demands.

The complexity of managing security and privacy issues is greater today than ever before.

Nearly all companies are facing difficult challenges trying to stay on top of the risks associated with attacks on their information systems from internal and external sources, computer viruses, fraud, physical and cyber risks. Companies also face the challenge of compliance with the growing number of state, national, and international privacy and data protection regulations.

The protection of privacy must be paired with efforts to address security and other risks since adequate people, process and technical safeguards are the foundation for effective and reliable privacy practices. To avoid both monetary and reputational losses associated with privacy violations, companies are focusing more attention on building an enterprisewide defense strategy. These strategies address a wide range of threats.

This session addressed current privacy issues associated with global trends, emerging legislation, new technologies and consumer demands. We also discussed the elements of an enterprisewide risk management strategy and why some believe it is the solution of the future for not only managing security and privacy but also other risks such as fraud, system or process failures, and other threats.



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