IntroductionGlossary of TermsLeadership ~ SummaryCareer SynopsisCurriculum VitaeLeadership ExamplesHW / SW / NW ExposuresPrior InfrastructuresEducation and TrainingProfessional AffiliationsProfessional ReferencesTeaching ExperiencesComments

Curriculum Vitae
 

 

 

4524 Lakes Edge, Suite #24

West Chester, OH  45069-8678

617-201-4322

njj@njj-associates.com

(A glossary of abbreviations appears on the last page.)

 

 

Senior IT Executive

 

An innovative, high performance, executive, team leader, collaborator, consensus-builder, and IT business transformer, who leverages quantitative measures, extensive business acumen, and, a technological deployment prowess, employing a 4-dimensional leadership style, as follows: 

 

1.0 A Creative, Strategic-Minded, Forward-Thinking, IT Visionary:  One who,

 

(1.1) Institutes An IT Organizational Mantra ~ a client-focused, service-oriented, and team-based philosophy;

(1.2) Implements quantitative IT Organizational Performance Measures ~ inclusive of project control and project management principles;

(1.3) Establishes An Outreach Process ~ periodic forums for gathering and addressing client and stakeholder needs;

(1.4) Employs a Technology Planning Process ~ predicating synthesized IT planning outcomes upon the enterprise’s strategic plan(s);

(1.5) Exemplified this leadership characteristic by creating a vision of, eliminating the obstacles to, and implementing the first, viable MU campus-based, research computing facility, enabling local and remote student, faculty, and collegial access to the BioInformatics repositories, as delineated by the Campus-Based Research-Computing Initiative;  

 

2.0 A Risk Averse, Agent of Change:  One who,

 

(2.1) Remains abreast of the latest technological innovations and/or advancements in IT Assets or their functional equivalents;

(2.2) Designs and forwards innovative, cost-effective, solutions to the appropriate governance committee;

(2.3) Monitors the quantitative metrics on all ongoing IT Assets plus determines and solves root cause performance deficiencies;

(2.4) Illustrated this leadership characteristic by determining the root causes to the MIT telecommunications billing environment, designing and implementing the corrective systems modifications alleviating the historical problems, effecting a $4.0 MM addition to the annual revenue budget totaling $16.0 MM, and rejecting the replacement SAP Billing Module, as described by the Telecommunications Billing Resolution Initiative;

 

3.0 A Zealous, Prudent, IT Financial Steward:  One who,

 

(3.1) Delegates financial accountabilities and responsibilities to the lowest possible IT organizational levels;

(3.2) Requires delegated authorities to review, report, and correct IT Assets’ budget expenditure variance deficiencies on a monthly basis;

 (3.3) Utilizes ABC, DCF, NPV, BEA, and/or other analytical techniques as critical components to the decision-making processes; 

(3.4) Formulated an atypical quantitative approach for this financial leadership characteristic by utilizing TIC and ILOC factors as the basis for determining the maximum ROI among several “post-9/11” disaster recovery solutions for sustaining the MIT telecommunications environment throughout a catastrophic event, and creating a respective ranked seriatim, as described by the Financial Analysis:  An Atypical Justification;

 

4.0 A Progressive, Staff Mentor:  One who,

 

(4.1) Eliminates those obstacles and issues precluding maximum IT staff efficiency and effectiveness, plus expands workplace diversity; 

(4.2) Challenges, rewards, and penalizes IT staff for their performance against mutually agreeable, annual, quantitative targets;  

(4.3) Promotes and encourages active staff participation in IT associations as skills improvement and  professional development alternatives; 

(4.4) Achieved this leadership characteristic by identifying those inherent biases, prejudices, and misconceptions regarding the definition and implications of diversity precluding a conducive and productive work environment and staff productivity, by developing solutions eradicating those obstacles to maximizing staff efficiency and effectiveness, and by negotiating implementations with executive management at NECA, as illustrated in the Diversity Team Initiative;

 

 

AREAS OF EXPERTISE

 

(A) Assisting the Enterprise in Achieving Excellence

(B) Improving Client Satisfaction

(C) Increasing IT Organizational Efficiency and Effectiveness

(D) Enhancing Meaningful Client Relationships

(E) Forming High Performance IT Organizations

(F) Employing Visionary IT Leadership

(G) Implementing IT Business Transformations

(H) Creating an Agent of Change Environment

(I) Solving Infrastructure Deficiencies

(J) Resolving Outstanding IT Audit Findings

(K) Instigating Progressive, Staff Mentorship

(L) Instituting Technology Planning Processes

(M) Promoting More Prudent, IT Financial Stewardship

 

 

 

 

CAREER SUMMARY

 

Enterprise Leadership Breadth

 

Leadership

Roles

 

Higher

Education

(Years)

Oil / Gas

Corporation

(Years)

Vehicle / Equipment Rental

Corporation

(Years)

Non

Profits

(Years)

County Government

(Years)

Overall

Totals

(Years)

Corporate

Exposure

(Years)

Non-

Corporate

Exposure

(Years)

 

 

 

 

 

 

 

 

 

CIO

7.58

 

2.00

1.83

1.16

12.57

2.00

10.57

CNO

3.00

 

 

 

 

3.00

 

3.00

CTO

1.58

2.67

4.00

1.66

 

9.91

6.67

3.24

CCSSO

0.75

 

 

 

 

0.75

 

0.75

Totals

12.91

2.67

6.00

3.49

1.16

26.23

8.67

17.56

 

 

Organizational and/or Functional Leadership Oversights

 

Roles

Firm

Time

 

Duration

(Years)

Technology Plan

Formulation and Execution

(Years)

Infrastructure &

(Data, Voice, Video)

Services

(Years)

Operation

Centers’

Services

(Years)

Client

Support

Services

 (Years)

Application

Services

(Years)

 

 

 

 

 

 

 

 

 

CTO

MU

05/2004 - 07/2005

1.25

1.25

1.25

1.25

1.25

 

CNO

MIT

05/2001 - 04/2004

3.00

3.00

3.00

3.00

3.00

3.00

CCSSO

MIT

08/2000 - 04/2001

0.75

 

 

 

0.75

 

CTO/FSD

NECA

06/1997 - 06/1998

1.08

1.08

1.08

1.08

1.08

 

CTO

NECA

11/1996 - 05/1997

0.58

0.58

0.58

.58

 

 

CIO

 LSAC

02/1994 - 11/1995

1.83

1.83

1.83

1.83

1.83

1.83

CIO/IRM

 PVAMU

06/1990 - 02/1994

3.67

3.67

3.67

3.67

3.67

3.67

CIO

MC

06/1987 - 07/1988

1.16

1.16

1.16

1.16

1.16

1.16

CIO

MCCS

09/1984 - 05/1987

2.75

2.75

2.75

2.75

2.75

2.75

CIO

WCCC

07/1983 - 08/1884

1.16

1.16

1.16

1.16

1.16

1.16

CTO

WCCC

03/1983  - 06/1983

0.33

.33

.33

.33

.33

.33

CTO

AHC

06/1980 - 01/1983

2.67

2.67

2.67

2.67

2.67

 

CIO

HC

06/1978 - 05/1980

2.00

2.00

2.00

2.00

2.00

2.00

CTO

HC

06/1974 - 05/1978

4.00

4.00

4.00

4.00

 

 

Totals

 

 

26.23

25.48

25.48

25.48

21.65

15.90

 

 

EDUCATIONAL PROFILE

 

BA, Computer Science:   degree awarded, 05/1990;  LaSalle University ~ Philadelphia, PA.

 

Managing the IT Infrastructure for Global Competition:  certificate awarded, 05/1997;   MIT, Cambridge, MA.

Current Issues in Information Technology, Managing IT in the Internet Age: certificate awarded, 06/1998;  MIT, Cambridge, MA.

 

 

PROFESSIONAL CHRONOLOGY

 

NJJ Associates (www.njj-associates.com) ~ West Chester, OH                                                                                                                                                                                                                                                                                                  07/2006 to Present

Role ~ Permanent, Temporary, or Interim IT Executive

 

Accountabilities and Responsibilities:  providing IT executive services on an interim, contractual, or permanent basis.  Annual Budget Oversight:  dependent upon the engagement. 

 

Enterprise Context: the IT executive community.

 

 Proposed IT Business Transformations:  assess the comprehensiveness, efficiency, and effectiveness of the IT organization and the Technology Plan, identify the deficiencies inclusive of outstanding audit issues, plus recommend the corrective actions and reporting relationships (C);  plus, conduct the technology planning process by engaging the entire enterprise community in formulating the corresponding strategic, tactical, and operational technology plan outcomes.

 

Selected Leadership Accomplishments:  not applicable, due to a lack of business.

 

Cause for Separation:  both a declining economy proved to be a formidable obstacle to a woefully under-funded new business venture;  this consultancy’s concepts were not readily accepted within the targeted markets;  consequently, this undertaking was terminated, in lieu of updating the technological knowledge base through graduate school, by pursuing a systems engineering degree.  

 

 

Unemployed ~ West Chester, OH                                                                                                                                                                                                                                                                                                                                                                                                                                     8/2005 to 07/2006

¨               Traveled to Philadelphia, PA to provide parental care intermittently

¨               Returned to West Chester and pursued establishing an IT consultancy.

 

 

Miami University (MU) ~ Oxford, OH                                                                                                                                                                                                                                                                                                                                                                                                                                05/2004 to 07/2005

Role ~ Chief Technology Officer 

 

Accountabilities and Responsibilities:  although titled as the “Senior Director of Computing & Communication Services,” this position reported to the Vice President of Information Technology Services, a CIO role ~ J. Reed Christenberry;  directed the centralized computing (academic, administrative, and research), network (voice, data, video, and infrastructure), software engineering, account management, plus the level 2/3 help desk services for a 39,000 member institutional community;  led an IT organization of 129 staff:  83 permanent, , 46 non-permanent, including 7 direct reports;  approved all organizational hardware, software, and network acquisitions, disposals, plus their corresponding  contracts;  Annual Budget Oversight:  $26.7 MM ~ $12.6 MM Operational, $3.5 MM Capital, $6.7 MM Revenue, and $3.9 MM Project.

 

Enterprise Context:  a public, liberal arts, research, university; main campus ~ Oxford, OH, plus three other campuses ~ two in Ohio and one in Luxembourg;  500 clients;  38,500 customers ~ students, faculty, staff, researchers, and alumni;  other stakeholders ~ off-campus customers and the World Wide Web community.

 

Accomplished IT Business Transformations:  segregated the development, engineering, and help desk (level 2 and 3) activities from the computing center’s production services environment (J);  established a career ladder for staff (C);   modified the existing organizational structure yielding ~ a quality assurance, performance evaluation, and capacity planning group (2 people);  a software engineering group (17 people);  a data network engineering services group (35 people);  a computing and network operations center ~ including level 1,2,3 help desk, and field services ~ group (26 people);  a telephony services group (43 people);  telecommunications billing, collections, and account management group (5 people);  and a utility, outside plant, strategist (E).

 

Selected Leadership Accomplishments:

 

§               Collaborated with Bioinformatics Grant investigators, creating the first campus-based, centralized research-computing site (F)

 §              Instituted a 52% contribution margin on a $6.7 MM revenue budget, or $3.5 MM, to fund the capital budget and retire debt (M)

§               Achieved 99.3 % system availability ~ bifurcated computing sites, hot fail-over devices, plus alternate circuit routings, $3.5 MM (I)

§               Assured OMB-A21 compliance for all items billed, emphasizing no cross-subsidization (J)

 

Cause for Separation:  a serious medical problem arose with a parent;  as the only child, a deteriorating health condition warranted personal attention, since her self-sufficiency was waning;  additionally, with over a 20 year history in senior IT leadership roles, acquiring another senior IT leadership opportunity and concurrently pursuing an IT executive consultancy practice were deemed viable ventures;  consequently, a resignation was tendered;  over an 11 month period, the personal attention assisted the parent’s recovery.

 

 

Massachusetts Institute of Technology (MIT) ~ Cambridge, MA                                                                                                                                                                                                                                                                                08/2000 to 04/2004

Role ~ Chief Network Officer                                                                                                                                                                                                                                                                                                                                                                                                                                                                05/2001 to 04/2004

 

Accountabilities and Responsibilities:  although titled as the “Director of Telecommunications and Network Services (TNS),” this position reported to the Vice President of Information Systems, a CIO role ~ James D. Bruce;  directed an auxiliary enterprise, a centralized network (voice, data, video, and infrastructure), software engineering, and help desk services for a 47,000 member institutional community;  led an IT organization of 199 staff:  74 permanent, 125 non-permanent, including 13 direct reports;  approved all organizational hardware, software, and network acquisitions, disposals, plus their corresponding  contracts;  Annual Budget Oversight:  $98.8 MM ~ $11.0 MM Operational, $6.0 MM Capital, $16.8 MM Revenue, and $65.0 MM Project;  the high project budget included those projects where the expenses were not funded by the TNS organization, but TNS was accountable and responsible for project success and expense approval;  building telephone closets or telecommunication rooms averaged $0.065 MM each and at lest one per floor;  the latter was indicative of exceptional building growth and renovation period. 

 

Enterprise Context:  a private, not-for-profit, research, university;  main campus ~ Cambridge, MA, 50 other locations dispersed throughout the Cambridge and Boston metropolitan communities, plus the federally-funded research and development facility located in Lexington, MA;  1,000

clients;  46,000 customers ~ students, faculty, staff, and alumni;  other stakeholders ~ off-campus customers and the World Wide Web community.

 

Accomplished IT Business Transformations:  eliminated duplicate administrative functions, centralized account management and carrier billing functions, plus established a separate network utility engineering and planning function (C);  engaged the entire staff in establishing the new organization’s characteristics ~ name, vision, mission, goals, objectives, critical success factors, and image (E);  expanded the telephony customer service representative role to encompass all voice, data, and video service requests (B);  the new organizational structure comprised the following teams ~ cable-TV programming and support services (5 people);  network security (40 people);  data network engineering and operations (7 people);  5ESS engineering and operations (90 people); infrastructure engineering, maintenance, and repair (15 people);  network utility engineering and planning strategist;  telephony information center (8 people); client support group, inclusive of telephony billing applications  and help desk support (15 people);  client billing and account administration (3 people);  competency coordinator; financial support (3 people); project administration (2 people);  plus, a special projects, benchmark initiatives, and client outreach team leader (E).

 

Selected Leadership Accomplishments:

 

§               Formed the institution’s centralized, telecommunications service provider, combining disparate entities under one directorship (B)

§               Instituted a 37% contribution margin to a $16.8 MM revenue budget, or $6.2 MM, to fund capital improvements (M)

§               Completed the 30,000 line, 5ESS-2000 telephone switch replacement, on time, within budget, and without incident, $11.2 MM (I)

§               Innovated disaster recovery project rankings, by leveraging enterprise lost opportunity costs, justified a $4.8 MM project (J)

 

Cause for Separation:  a declining economy significantly reduced the returns on institutional investments, resulting in corresponding reductions to the institutional operating budget;  while departmental budget reductions were the standard for the three (3) previous fiscal years, more drastic measures ~ staff reductions in force (RIF), early retirement buyouts, advantageous separation agreements for recently hired staff, etcetera ~ were introduced during fiscal year 2004 (FY2004);  the incumbent CIO, with 30 years tenure, was being replaced;  as the last director hired, the separation agreement proved to be quite appealing over the standard RIF benefits;  therefore, the separation agreement was accepted;  the job search effort yielded the Miami University opportunity.

 

 

Role ~ Chief Client Support Services Officer (CCSSO)                                                                                                                                                                                                                                                                                                                     08/2000 to 04/2001

 

Accountabilities and Responsibilities:  although titled as the “Director of Client Support Services (CSS),” this position reported to the Vice President of Information Systems, a CIO role ~ James D. Bruce; directed the centralized help desk (levels 1 and 2), software licensing, software distribution, desktop, and web service issues to a 47,000 member institutional community;   led an IT organization of 140 staff, including 15 direct reports;  approved all organizational hardware, software, and network acquisitions, disposals, plus their corresponding  contracts;  Annual Budget Oversight $10.8 MM ~ $10.8 MM Operational.

 

Enterprise Context: a private, not-for-profit, research, university;  main campus ~ Cambridge, MA, 50 other locations dispersed throughout the Cambridge and Boston metropolitan communities, plus the federally-funded research and development facility located in Lexington, MA;  1,000 clients;  46,000 customers ~ students, faculty, staff, and alumni;  other stakeholders ~ off-campus customers and the World Wide Web community.

 

Accomplished IT Business Transformations:  expanded the horizontal organizational structure, enhancing organizational communications (C);  created a client-support strategist position to address customer satisfaction issues (H);  empowered team-leader accountabilities and responsibilities for achieving financial, operational, and service level, metric targets (G);  revised the organizational structure, accordingly ~ a client-support strategist;  a financial support team (2 people);  a training and publications team (16 people);  a help desk team with levels 1,2, and 3, VIP, Athena, residence hall, academic software distribution, and software libraries functions (58 people); a desktop hardware support team (5 people);  an academic computing support team (6 people);  a computer store team (3 people);  a software contracts team (5 people);  a software release team (4 people);  an adaptive technology center (4 people); a “usability” testing team (6 people);  a web communications services team (7 people);  a business liaison team (5 people);  a departmental computing support team (8 people);  telephone operator team (5 people);  and a customer support representative team (5 people) (E ).

 

Selected Leadership Accomplishments:

 

§               Initiated random, spot, customer satisfaction surveys to corroborate customer satisfaction with furnished service or to identify issues (B)

§               Established product and service pricing, based upon actual versus traditionally forecasted cost-object expenditures, reducing the budget (M)

§               Assessed the $10.1 MM telephone switch project, identified issues, and recommended a corrective $1.1 M project increase, or $11.2 MM total (I)

 

Cause for Separation:  the CIO extended the opportunity to run an auxiliary enterprise, equivalent to a medium-sized business, $12.0 MM annual revenue;  the offer was accepted.

 

 

Unemployed ~ Morris Plains, NJ                                                                                                                                                                                                                                                                                                                                                                                                                                       07/1998 to 07/2000

¨               Pursued full-time, senior IT leadership, employment opportunities

 

 

National Exchange Carrier Association (NECA) ~ Whippany, NJ                                                                                                                                                                                                                                                                              11/1996 to 06/1998

Role ~ Chief Technology Officer and Facility Services Director                                                                                                                                                                                                                                                                                06/1997 to 06/1998

 

Accountabilities and Responsibilities:  although titled as the “Director of Computer Support and Facility Services,” this position reported to the Executive Director of Information Services, a CIO equivalent role ~ Frank Buczynski;  directed the computing (commercial and scientific), desktop support, network (voice, data, video, and infrastructure), software engineering, and help desk services, plus enterprise building facility and leasehold services for a 2,200 enterprise community;  led an IT organization of 105 staff, including 8 direct reports;  approved all organizational hardware, software, and network acquisitions, disposals, plus their corresponding  contracts;  Annual Budget Oversight $20.1 MM ~ $9.0 MM Operational, $4.0 MM Capital, and $7.1 MM Project.

 

Enterprise Context:  a not-for-profit, local exchange carrier (LEC) association;  administers the access charge plan of the Federal Communications Commission (FCC);  formed as a consequence of the AT&T divesture in 1983;  headquartered in Whippany, NJ, with 2 other local facilities, plus 7 regional locations;  100 clients;  2,100 LEC customers;  other stakeholders ~ the World Wide Web community.

 

Accomplished IT Business Transformations:  consolidated equivalent functions ~ platform engineering, help desk, provisioning, and production services (B);  a new organizational structure emerged ~ a facility group, encompassing telecommunications, general construction, and space planning services (68 people);  an Intel server engineering group (9 people);  an AIX engineering group (5 people); a desktop engineering group (5 people); a production operations and support services group (8 people); plus, a help desk and customer services group (7 people) (E).

 

Selected Leadership Accomplishments:

 

§               Performed enterprise leasehold renewals, 300,000 SF, for 3 local and 7 regional branch offices (B)

§               Addressed diversity shortcomings in the recruitment, hiring, and promotional practices, as performance objectives (C)

§               Directed the design, construction, space planning, and staff relocation for a new 83,400 SF headquarters building, $5.1 MM (I)

§               Maintained SAS 70 compliance, upon provisioning third party computing and networking, service provider, configurations (J)

 

Cause for Separation:  changes in executive leadership and a declining economy effected reductions in force and an organizational change;  philosophical differences with the new executive management regarding the new headquarters building construction, space planning, and diversity issues plus external service provider delivery timeframes effected an untenable situation;  a termination ensued.

 

 

Role ~ Chief Technology Officer                                                                                                                                                                                                                                                                                                                                                                                                                                       11/1996 to 05/1997

 

Accountabilities and Responsibilities:  although titled as the “Director of Computer Services,” this position reported to the Executive Director of Information Services, a CIO equivalent role ~ Frank Buczynski; directed the computing (commercial and scientific), desktop support, network (data, video, and infrastructure), and software engineering services for a 2,200 enterprise community;  led an IT organization of 27 staff, including 4 direct reports;  approved all organizational hardware, software, and network acquisitions, disposals, plus their corresponding  contracts;  Annual Budget Oversight $12.0 MM ~ $7.0 MM Operational, $2.0 MM Capital, and $3.0 MM Project.

 

Enterprise Context: a not-for-profit, local exchange carrier (LEC) association;  administers the access charge plan of the Federal Communications Commission (FCC);  formed as a consequence of the AT&T divesture in 1983;  headquartered in Whippany, NJ, with 2 other local facilities, plus 7 regional locations;  100 clients;  2,100 customers;  other stakeholders ~ the World Wide Web community.

 

Accomplished IT Business Transformations:  a minor change was made to the organizational structure ~ a server engineering group (9 people); an AIX engineering group (5 people);  a desktop engineering group (5 people);  and, a production operations and support services group (8 people) (E).

 

Selected Leadership Accomplishments:

 

§               Resolved the SAS platform migration problems, converting from RS 6000 / AIX to Intel/Windows – a numerical precision issue (B)

§               Negotiated improvements to diversity ~ recruitments, hiring, etcetera ~ with anti-discrimination policies, as diversity team leader (C)

§               Replaced an entrenched WAN service provider, increasing response times and reducing annual expenditures by $.45 MM (I) 

§               Complied with SAS 70 regulations, inclusive of upgrading remote access authentication procedures (J)

 

Cause for Separation:  the opportunity to assume responsibility for telecommunications (voice, data, video, and infrastructure), help desk, facility, and leasehold services arose;  the opportunity was accepted.

 

 

Unemployed ~ Newtown, PA                                                                                                                                                                                                                                                                                                                                                                                                                                               12/1995 to 10/1996

¨               Pursued full-time, senior IT leadership, employment opportunities

 

 

Law School Admission Council, Incorporated (LSAC) ~ Newtown, PA                                                                                                                                                                                                                                                    02/1994 to 11/1995

Role ~ Chief Information Officer 

 

Accountabilities and Responsibilities:  although titled as the “Director of the Information Systems Group,” this position reported to the Vice President of Finance and Administration, and Chief Financial Officer ~ Ms. Adele Skolits;  directed the computing (commercial and scientific), applications (development, maintenance, and support), network (voice, data, and infrastructure), and help desk services for a 30,800 member enterprise community;  led an IT organization of 58 staff including 6 direct reports;  approved all organizational hardware, software, and network acquisitions, disposals, plus their corresponding  contracts;  Annual Budget Oversight $11.5 MM - $7.0 MM Operational, $3.0 MM Capital, and $1.5 MM Project.

 

Enterprise Context:  a not-for-profit, test preparation association;  prepares and administers law school admission examinations for most US and Canadian law schools;  headquartered in Newtown, PA;  50 clients;  30,800 customers;  other stakeholders ~ the World Wide Web community.

 

Accomplished IT Business Transformations:  consolidated applications development, networking, and support entities (C);  formed a new organizational structure ~ an applications development services group (32 people);  a computing and network operations services group (11 people);  a client services group (8 people);  plus, a management support services group (5 people) (E).

 

Selected Leadership Accomplishments:

 

§               Assessed, revised, and deployed the Oracle Financials infrastructure, $1.5 MM (B)

§               Replaced proprietary Filenet imaging software services with Filenet’s open computer output laser disk (COLD), $0.8 MM (C)

§               Upgraded staff skills, emphasizing converting DEC mainframe legacy expertise into the three-tiered, client-server architecture (I)

§               Conducted periodic disaster recovery and business continuity testing (J)

 

Cause for Separation:  prior to my hiring, the president had engaged an external consulting firm to assess the organization’s abilities to reengineer itself and effect positive change;  albeit working quite closely with the external consultants, philosophical differences arose regarding new processes and technological changes;  disagreements with the consultant’s position over IT staff inclusion in the reengineering processes and recommended IT organizational change created an untenable situation;  subsequently, a termination ensued;  interestingly enough, the Vice President of Finance and Administration separated from LSAC, within a week. 

 

 

Prairie View A&M University (PVAMU) ~ Prairie View, TX                                                                                                                           06/1990 to 01/1994

Role ~ Chief Information Officer 

 

Accountabilities and Responsibilities:  although titled as the “Executive Director of Information Systems” and functioning as the “Information Resource Manager (IRM),” this position reported to the Vice President of Finance and Administration ~ Harold Bonner;  directed computing (academic, administrative, and scientific), applications (development, maintenance, and support), desktop (maintenance and support), and network (data, video, and infrastructure) services for a 7,800 member institutional community;  as the IRM, reviewed and approved all information technology requests, inclusive of faculty;  led an IT organization of 59 staff, including 9 direct reports;  approved all organizational hardware, software, and network acquisitions, disposals, plus their corresponding  contracts;  Annual Budget Oversight $10.5 MM Budget - $2.0 MM Operational, $1.0 MM Capital, and $7.5 MM Project.

 

Enterprise Context:  a public, university;  main campus ~ Prairie View, TX, plus 2 other campus locations ~ Graduate Business School in Cypress, TX and the Nursing School in Houston, TX;  25 clients;  7,780 customers ~ students, faculty, staff, and alumni. 

 

Accomplished IT Business Transformations:  segregated the production entity and environment from all unauthorized stakeholders (J);  formed a new organizational structure ~ administrative support (2 people);  student ERP support and training group (17 people);  an application development and database administration group (6 people);  a computer center services group, encompassing academic, administrative, and scientific computing (27 people);  the student computing center support group (6 people);  and, the institutional research strategist (E).

 


 

Selected Leadership Accomplishments:

 

§               Justified, institutionally approved, and implemented SIS Plus, the alumni development, and degree-audit modules, $1.75 MM, (B)

§               Created the 16,000 SF Student Computing Center, inclusive of ongoing funding fee, $3 / credit hour, $2.0 MM capital project (C)

§               Developed the enterprise-wide network architecture, connecting all main-campus facilities (I)

§               Addressed State, local, and Chancellor’s Office audit issues ~ Disaster Recovery Plan, material control weaknesses, etcetera (J)

 

Cause for Separation:  while pursuing graduate studies in business administration, the Law School Admission Council (LSAC) recruited and offered a challenging opportunity as the information systems director, a CIO role;  the offer was accepted.

 

 

 

 

A Glossary of Terms

 

5ESS ~ Class 5 Electronic Switching System

A&M ~ Agriculture and Mechanical

A21 ~ Cost Principles for Educational Institutions

ABC ~ Activity-Based Costing

AHC ~ Amerada Hess Corporation

ARPANET ~ Advanced Research Projects Agency Network

ATHENA ~ MIT distributed educational environment

BEA ~ Break Even Analysis

BITNET ~ a Cooperative University Network

CBRC ~ Campus-Based Research-Computing

CCSSO ~ Chief Client Support Services Officer

CIO ~ Chief Information Officer

CIO/IRM ~ CIO and Information Resource Manager

CITO ~ Central IT Organization

CNO ~ Chief Network Officer

CNOC ~ Computing & Network Operations Center

CODEC ~ a digital stream compressor / decompressor

CTO ~ Chief Technology Officer

CTO/FSD ~ CTO and Facility Services Director

DBOT ~ Disaster Baseline Outage Time

DCF ~ Discounted Cash Flow

DEP ~ Diverse Enterprise Personnel

DT ~ Diversity Team

EC ~ Executive Committee

EP ~ Enterprise Personnel

ERP ~ Enterprise Resource Planning

FC ~ Forms Control

FRS ~ Financial Reporting System

GAP ~ Graphic Arts Printing

HC ~ Hertz Corporation

HVAC ~ Heating, Ventilation, and Air Conditioning

IA ~ Information Associates

IAAS ~ Infrastructure as a Service

IBM ~ Internal Business Machines

ILOC ~ Institutional Lost Opportunity Costs

IP ~ Internet Protocol

IRR ~ Internal Rate of Return

IT ~ Information Technology

IT Assets ~ IT Products, Services, Technologies, and Processes

KBPS ~ Kilobits Per Second

LMS ~ Learning Management System

LSAC ~ Law School Admission Council

MCCS ~ Minnesota Community College System

MIT ~ Massachusetts Institute of Technology

MITDN ~ MIT Data Network

MM ~ Million

MR ~ Mail Room

MTTR ~ Mean-Time-To-Repair

MU ~ Miami University

NDEP ~ Non-Diverse Enterprise Personnel

NECA ~ National Exchange Carrier Association

NOC ~ Network Operations Center

NPV ~ Net Present Value

NYU ~ New York University

OMB ~ Office of Management and Budget Circulars

OMB-A21 ~ No cross-subsidization of TNS charges

OSPAB ~ Offset Printing and Binding

PIP ~ Population Impact Percentage

PSAP ~ Public Service Answering Point

PUBS ~ Publications

PVAMU ~ Prairie View A&M University

RC ~ Records Management

ROI ~ Return on Investment

SAP ~ Systems Applications Products

SAS 70 - Statement on Auditing Standards No. 70

SCC ~ Student Computing Center

SCT ~ Systems and Computer Technology, Inc.

SDLC ~ Systems Development Life Cycle

SF ~ Square Foot

SIP ~ Session Initiation Protocol

SPOF ~ Single Point of Failure

TAMU ~ Texas A&M University

TAMUS ~ Texas A&M University System

TB ~ Telecommunications Billing

TIC ~ Total Investment Costs

TNS ~ Telecommunications and Network Services

TR ~ Training

UPS ~ Uninterruptable Power Supply

USRO ~ Unassigned Staff Resources Only, No Impact

UTP ~ Unshielded Twisted Pair

UTSYSTEM ~ University of Texas System

VLAN ~ Virtual Local Area Network

WCCC ~ Wayne County Community College

ZEPHYR ~ MIT IP-based, Instant Messaging