by clicking on the page. A slider will appear, allowing you to adjust your zoom level. Return to the original size by clicking on the page again.
the page around when zoomed in by dragging it.
the zoom using the slider on the top right.
by clicking on the zoomed-in page.
by entering text in the search field and click on "In This Issue" or "All Issues" to search the current issue or the archive of back issues respectively.
by clicking on thumbnails to select pages, and then press the print button.
this publication and page.
displays a table of sections with thumbnails and descriptions.
displays thumbnails of every page in the issue. Click on a page to jump.
allows you to browse through every available issue.
FCW : May 30, 2014
20 May 30, 2014 FCW.COM Your career you or make you uncomfortable are likely to be the ones that help you grow and stretch the most as a professional. "The most important decisions I made were the ones I was least comfortable with," said Holgate, describing his move from being a chemical engineer at Mitre to taking a job as a manage- ment consultant at KPMG and then joining the public sector. A diversity of experiences will help you build a fuller picture of the orga- nization in which you work and how it ts with the rest of the government and the private sector. But you don t need make wholesale job changes to get that perspective. You might seek a temporary assignment in another division, request a project outside your area of expertise or simply take the time to learn about a colleague s work area and concerns. It s all part of stretching your understanding of the organization s overarching goals and the part each role --- including yours --- plays. "A lot of IT professionals are really good at what they do, be it engineering or developing apps," Hernandez said. "But when you look at the bigger pic- ture of how things t together, that s where I see we could improve as an industry." Early on, Hernandez had a mentor who encouraged him to understand the nitty-gritty of the businesses he sup- ported so he could advocate for the mission and understand the impact if a project ran aground. Now Hernan- dez recommends understanding three broad areas: nancial management, contracting and project management. All three are integral to the success- ful execution of IT projects and can present unexpected roadblocks if not accounted for ahead of time. For example, Hernandez worked on a network across the Defense Department whose IT components required budget authorizations the team couldn t access. Because he knew the right questions to ask about fund- ing and timing, he was able to advise leaders on a strategy that won con- gressional approval for $173 million in funding. "This is a team sport," he said. "You have only one part of the total picture. You need to get consensus from the other business owners and understand what the other people are doing in order to be successful." Another bene t of taking on new assignments and working in unfamiliar areas is the opportunity to meet people in other divisions and expand your pro- fessional network. Managing profes- sional relationships with colleagues and mentors is another important set of experiences for any future CIO or other agency executive. "As people are looking at the career path toward a C-level position, of all the competencies, relationship man- agement is probably the most impor- tant," van Riper said. "This is a person who s able to build support and cred- ibility without direct reporting lines or direct lines of nancial authority.... One of the best ways to develop those skills is to volunteer for roles where you would be working with business partners, either through a collabora- tive project, a project adviser, a support group or something." And as you re building those net- works, remember to be human. Bob Woods, president of Topside Consult- ing Group, once received an angry call about a problem related to IT procure- ment, which wasn t his area. Instead of correcting the mistake and hanging up, he turned it into a running joke with the executive who d called him. "Oftentimes our people are way too serious," Woods said. "They need to get off on the right foot with the people they serve. They need to know some- thing about those people, something about their mission." Woods, who spent years in govern- ment at the General Services Admin- istration and the departments of Transportation and Veterans Affairs, cultivated a friendship with a notori- ous of ce curmudgeon by discovering that the man was a coffee snob and building on that interest. When Woods left that of ce, his parting gift from the java connoisseur was a bag of gourmet coffee. Karen Pica, a policy analyst at the Of ce of Federal Procurement Policy, learned the hard way the importance "Those who can find that needle in the haystack and use context and judgment to make better decisions from data will succeed." --- KRIS VAN RIPER
May 15, 2014
June 30, 2014