MISM, MSIT & MSISPM present...

September 14th, 2006

Managing Large Technology Projects - Where is the IT?

Rick Dorman

Principal
North Central Region, TI Service Area Leader
Public Sector, State Government Industry Team
Deloitte Consulting LLP

Rick has managed systems integration projects for eighteen years. He has been with Deloitte Consulting for nearly seventeen years where he became a Principal in 1999. Rick manages the Technology Integration Service Area for a geographic region including PA, southwest NY, OH, MI, IN, KY, and WV. He has led some of Deloitte’s largest systems integration projects including contracts valued at more than $130 million and including teams of more than 250 professionals. He primarily serves clients in the Public Sector / State and Local Government market space. Rick also performs regular Quality and Risk Reviews for several large technology projects. Rick holds a Bachelors of Arts in Business Administration and Computer Science from Augustana College and is a certified Project Management Professional by the Project Management Institute.

October 13th, 2005

“What You Don’t Know About
Offshoring and Other Hot Outsourcing Topics”

Tom Weakland

Senior Partner with DiamondCluster International

Tom Weakland is a Senior Partner with DiamondCluster International and leads the firm’s Global Sourcing practice. Tom counsels senior business and IT executives of Fortune 500 companies on defining and implementing sourcing strategies and overcoming the overwhelming challenges sourcing professionals face. In addition, Tom spearheads DiamondCluster’s annual IT Outsourcing Study, the only market analysis available that compares trends, issues and benefits of outsourcing from both buyer and provider perspectives.

October 28th, 2005

"Technology As A Competitive Weapon”

The fact that technology can create competitive advantage has been acknowledged for over two decades. However, why do we continue to still see a wide gap between theory and practice? Even today, in most organizations, IT strategy is still viewed primarily as being around "supply-side" considerations like cost and service. Only a few have managed to systematically leverage IT for enabling competitive advantage. What can we learn from cases and experiences of some of leading examples of using technology as a competitive weapon.

Ranjit Tinaikar

Principal at McKinsey & Co

Ranjit Tinaikar is a Principal at McKinsey & Co, where he is leads McKinsey's Operations and Technology practice in Consumer Credit and Retail Banking as well as the IT Strategy practice. Ranjit has served several of the major domestic and global players in financial services industry on a wide range of topics around operations and technology, including credit operations transformation, IT strategy, software development, architecture, offshoring, outsourcing, and lean operations improvement. Prior to joining McKinsey, Ranjit worked for Deloitte and Touche as a consultant in their financial services practice, Carnegie Mellon University as an Asst. Professor, Citigroup as an Asst. Manager of their offshored software development unit. Ranjit earned a B.Engg.in Computer Engineering, Distinction with Honors, from University of Bombay, M.Tech. for Indian Institute of Technology, Bombay, and Ph.D in Management Information Systems from the University of Pittsburgh.

November 2nd, 2005

“Federal CIOs Roles and Responsibilities: A Comparison with
Private-Sector CIOs”

This convocation will summarize recent work by the GAO regarding the responsibilities of CIOs of leading organizations in the private sector and will compare those results to their earlier report reviewing the responsibilities of federal CIOs. These reports were developed to provide Congress and others with information describing the responsibilities of CIOs in both the federal government and the private sector and to contribute to the development of a framework for IT governance in the federal government.

Lester Diamond

Assistant Director of IT at the U.S. Government Accountability Office (GAO)

Mr. Diamond has been an Assistant Director at the US Government Accountability Office since September, 1999. In that position he has been responsible for IT investment management and CIO issues. He has also participated in much of GAO’s other work pertaining to Clinger-Cohen Act issues. His teams have produced GAO’s IT Investment Management Framework as well as a number of agency evaluations. In the summer of 2004 Mr. Diamond’s team produced a study of federal CIOs. A companion study of private sector CIOs to federal CIOs was issued in October of 2005. Mr. Diamond has also participated on a number of Federal CIO Council efforts in the areas of enterprise management and IT investment management.

Immediately prior to joining GAO Mr. Diamond was responsible for Y2K compliance testing at Legg Mason Wood Walker, a mid-size investment bank and brokerage headquartered in Baltimore, Maryland. For several years before becoming involved with Y2K testing, he managed IT operations for a major USAID contractor and for the largest producer of natural gas in the Appalachian Basin. Between 1991 and 1994 Mr. Diamond was an Assistant Professor at the School of Information Studies at Syracuse University where he taught IT management and organizational design courses. He was a founding faculty member of Syracuse’s Strategic IRM program in Washington, DC.

Mr. Diamond has received an MBA and an MS in Information Systems from Carnegie Mellon University and an MA in Political Science from Binghamton University. Mr. Diamond also holds a BS in Materials Engineering from the Massachusetts Institute of Technology.

November 10th, 2005

"Seeking the Latest IT Holy Grail: ITIL and Configuration Management"

Industry experts assert that the typical IT organization spends 20% of its IT dollars on developing new capability, and 80% on maintaining and operating the existing infrastructure. This session will address the challenges faced by today's operations managers, and present some solutions that are being implemented in large, complex IT organizations. General Motors will be used as a case study on the implementation of Information Technology Infrastructure Library (ITIL) practices and the use of the Configuration Management Data Base (CMDB) in a large, global, multi-sourced IT environment.

Dianne Smock

Director, Global Production Control at General Motors

Dianne Smock is a senior IT executive responsible for General Motors' IT infrastructure planning. She has played a major role in GM's annual global IT portfolio management process, driving IT investment decisions enterprise-wide. Dianne is in a unique position to speak as both a senior IT manager and someone who is totally familiar with CMU's IS programs, having just completed our MSIT degree.