Executive Briefing Series
(Volume 5, Number 1)
April 2012
Cloud Computing and XaaS
A Summary of the March 9th, 2012 Workshop
by Professor Gwanhoo Lee
Contents
1. Presentations
 Richard Spires, CIO, Department of Homeland Security
 Adrian Gardner, CIO, Goddard Space Flight Center, NASA
 Rich Reba, Partner, CSC
 Gwanhoo Lee, Associate Professor, American University
2. Group Discussion
Facilitated by : Dr. Rich Schroth, Executive-in-Residence,
CITGE
Executive Briefing
Volume 5 / Number 1
April 2012
I. User Perspective:
The Cloud Initiative at the Department of Homeland of Security
By Richard Spires, CIO, Department of Homeland Security
Context of IT at DHS
 As the youngest federal department, Brought together a number of components have been
brought together including TSA, Coast Guard, Customs and Border Patrol, ICE, FEMA
 These components all came from different places, had stove-piped IT and
 IT was also highly duplicative
Cloud goals at DHS, and unique challenges at DHS
 Consolidating 43 data centers into 2 data centers
 Migration to Cloud: starting with unclassified, then moving to classified
 Utilizing GSA blanket purchase of public cloud infrastructure by moving over publicfacing websites to public cloud infrastructure
 Leveraging public services to serve non-traditional customers: e.g., E-verify will allow
self-check of immigration/legality status
IT Reform @ DHS
Long-term outlook of IT at DHS, with cloud computing in mind
 Combine nine different e-mail infrastructures into one
 Speeding up dev/test process and security control procedures
 Workplace as a Service
 Different technologies are purchased separately (phones, tablets, computers, etc).
Converting to Virtual desktop services, converting to paying one price for all items as a
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service. This is a game changer, can save 10 to 15% on desktop and mobile capabilities,
and it meets security standards.
Current IT Enterprise Services at DHS
Questions/Answers
[Q] How do you feel about the risks of consolidating the number of data centers from over 40 to
only 2?
Many of these data centers are poorly protected. They don’t have the redundancy or capabilities
that they should have. As we move into this consolidating, we will have better disaster recovery
capabilities. We are in a much, much better place from a disaster recovery perspective. These
centers are far apart, and are more secure. We also take into account our financial constraints.
[Q] Let’s compare that to the Iranian Nuclear facility shut down. Those facilities were very
sophisticated but were still taken down. Those kinds of attacks must wear on your mind.
What wears on my mind is that we have legacy systems that are unprotected and poorly equipped
for security purposes. We do have a very sophisticated security operations center—I’m not
saying we’re not vulnerable, but we do attempt to protect ourselves.
[Q] Does DHS use non-US cloud carriers when moving things to the public cloud?
Any cloud movements DHS participates in must exist on US soil for legal purposes.
[Q] Have you renegotiated the terms of existing, legacy contracts in order to compete with better
price-performance contracts originating in cloud services?
I feel pretty good about our working with those cloud services contractors—we’ve added and
modified contracts to include new capabilities. It hasn’t been easy, but we’ve been able to make
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April 2012
it work. It is actually easier to compare prices with cloud service commodities now, which
makes purchasing decisions easier.
[Q] You mentioned desktop as a service—what if there is no internet?
Not an easy answer. That’s something we’re working on. We are starting to augment for those
who have special needs.
[Q] What happens if there are more minor disconnections, like cable cuts?
We are planning multiple access points. We’ve also been running our e-mails out of our
enterprise centers.
[Q] You mentioned some cultural factors—what are your thoughts about that?
It’s hard—some people are used to running their own services, but we are taking over these
services on the grounds that we do it better and cheaper. It has not been an easy road. There
are still some components and services that are resisting still, but we’ve largely gotten over that.
Many of these services are very compelling. We’ve tended to use ourselves as guinea pigs and
then roll these services out elsewhere.
[Q] How have you adjusted your organization to the needs of these new services?
We’ve seen more growth around talent in applications than elsewhere. There are more analysts
and software engineers. The enterprise systems development office is growing rapidly, the
demand is virtually insatiable.
[Q] What are the cost-savings of these services, and where do they come from?
Well, none of this is laying off any workers to begin with. Some contracts have ended, but that is
the natural course of business. The biggest savings come from leveraging virtualization. Also,
its scale factors—as these services become more secure and accepted, we hope to see better and
better pricing. Above all, these kinds of things are not government business. Outsourcing can
improve the quality of service greatly.
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April 2012
II. User Perspective:
Positioning NASA Goddard for Cloud Computing Capabilities
By Adrian Gardner, CIO, Goddard Space Flight Center, NASA
NASA’s challenges and direction of IT/cloud growth
 There are 11 Center CIOs and a lot of spread out IT systems
 Specific needs of serving R&D
o The culture of the organization is very different—they can build their own centers
o You must address cultures—technology is easy, but culture is not
o Remember your role as an “enabler”
 We went less in a communication direction—less about e-mail and those kinds of
services, and more about what our scientists and our R&D needs in terms of computing
 Moving desktop services in particular is a key step
 Our cloud not in a physical data center. We have a container model. We are completely
containerizing—we are sometimes even making money from some of our container
facilities.
 A lot of talk about HPC (High Performance Computing) vs. Cloud—it’s not versus, it’s
AND. We need to make HPCs more efficient by creating agility across different data
infrastructure.
Range of Scientific Compute
Implementation issues at NASA Goddard
 MUST have a strategy—anyone will sell you anything, and the question is WHICH of
these services correctly serves your organization
 We are going to continue to think about data in terms of security and quality of data
o Data needs to be structured
o We need to be able to move the data
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o Agility is critical—must be able to move data everywhere where it needs to go
Enterprise architecture is in cloud computing
NASA centers compete against each other - compete for Congressional services, puts
emphasis on being able to use data very well
How cloud will serve scientists?
 Been having a lot of discussion about a cloud broker, but we want a service broker—we
want to balance between different services very quickly—we want a storefront capability
 We will have some pilots about these storefronts
o Going to use interns and engineers
o Foreign national problem - Takes them a long time to gain access; would be good
to have one that gave them access quickly—the computer would be specifically
for them
 Hopefully, CIO and CISO will be in lock step—very important, sometimes CISO ignores
business side
 Giovanni (a web-based application) has a lot of earth and science data
o Will be open to the general world very soon
o Level 3 and level 4 data—making it relevant to everyone
NASA GSFC Initiatives
Best practices in cloud computing
 Procurement is critical —read terms and conditions!
 If I want to move, how can I get my data back from the cloud?—this is a very important
question
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We need service level agreements and privacy issues—how to you get data back when
there is a “spill”
Roles and responsibilities will be a problem
Questions/Answers
[Q] How is your structure set up? Are you above or below or parallel to the CISO?
CISO is below the CIO.
[Q] How do you make your data usable for scientists using 10G pipes? Move data to computer,
or computer to data? Data-hoarding problems are difficult to avoid.
I’m trying to make minimal changes. And we have to retrain scientists on how to use data.
Data management needs to become part of school. It needs to be part of education out-of-thebox. EVERYONE should be taking data courses. There is an amazing amount of data—
sometimes, over a terabyte a day for one scientist.
[Q] As the CIO adds services, they will be used more and more. Do you have any paths around
data management?
I am more concerned about unstructured data. Some of the unstructured data can be conflicting
with structured data. Look at the gulf oil spill as an example, there were many conflicting data
sources that led to different conclusions in the media, and it was difficult to know what came
from where in terms of information.
[Q] How can we go back to managing data on the cloud? Data ought to be licensed for certain
uses. There are a lot of licensed IP interests, and we need to shift from owners to licensers.
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There would be winners and losers with moving from owners to licensers. So the question is who
has the biggest buck?
At Marriott we are having trouble with managing who owns hotel data-do the individual hotels,
does corporate? When moving to the cloud, we add a third party.
[Q] What kind of change in talent and staffing are we looking at?
There is a shift to skills in security analytics and in application development and management.
There are particular problems with retraining people who are trained to do completely different
things than they need to do now. The world is changing—the business paradigm is changing
with how we procure computing and computing storage. You have to think about analytics—
who is doing the checks and balancing when you’re moving between services.
[Q] Security and privacy differences between private and public are substantial. Commercial
industries do not have Fed ramp standards and the like imposed. Will we develop a floor for
such security measures?
We are all in the same community in terms of services. We need to rely on private industry to
develop what we need. We are losing the battle of IP and intellectual property. If we don’t work
on that, we will suffer as a result. Think about the automotive industry: same quality between
Mercedes and Hyundai.
[Q] How do you determine what data is critical or important or secure?
Data categorization—can the vehicle be used to harm someone? That’s part of the process of
data management, it’s very important.
[Q] Do you worry about American competitiveness? It seems like offshoring.
There will be winners and losers once again. We have to protect what’s key to us—what made
us great? That’s what we need to focus on and let the rest of it go.
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April 2012
III. Service Provider Perspective:
Thriving in the “As a Service” Economy
By Rich Reba, Partner, CSC
Market and industry change
 Market for IT services is growing, but mix of different services is changing very rapidly
 How do we define cloud? Not necessarily rigid, can include the “XaaS” paradigm
 The trend is towards capability and agility
 There will be large cost savings (20%)
Enterprises are more successful when they are able to unify multiple strategies toward a
common vision for “As a Service”
Potential benefits against the current economic backdrop
 XaaS can enable more value amidst this environment of downward pressures
 There are many ways to transform, which complicates policies greatly
o But how do you achieve these transformations? There are so many mechanisms
to implement changes.
o “I have limited money—where do I place my bets. I need to satisfy my users but
I’m not sure how to reconcile the many different strategies to transformation.”
o We need to achieve an optimal mix of strategies and transformations—unify
multiple strategies to transform services
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How do we get to this optimal mix?
 Understand the roadmap: what are the options, what are the consequences?
 Identify different opportunities for transformation
 Base changes on analytics and context of human environments
 Achieve incremental business value using an agile service life-cycle
Enterprises who are able to align tactical decision making with strategy across
organizational silos are able to accomplish more
Data and data management
 To the extent that an architecture can deal with all of these service transformations, better
ones can deal with data management better
 The same different pattern is emerging across many different platforms—how fast can an
enterprise recognize that pattern? That leads to differentiation in the marketplace.
 There is a top down approach and bottom up approach. There needs to be planning and
forecasting from above, but there is also a community need at the base.
Cultivating service changes, balancing top down and bottom up approaches
 These changes will occur at the bottom, but management needs to recognize the
successful changes, pick them up, and then roll them out more broadly. You must sense
what’s taking place at the bottom of the organization
 Prioritize your transformations and then list benefits and risks on a graph. This allows
you to select what services are more important to you. Then compose a roadmap.
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Keep building a service until it gains acceptance and then it will eventually become
reproducing and scale rapidly—becomes independent. Once a change becomes selfsustaining service, that’s success.
Enterprises who take a balanced approach to governance are able to get more
accomplished in less time
Prioritized Recommendations Based On Relative Benefits vs. Costs & Risks (Example)
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Integration problems
• What you end up is a mesh between cloud, federated services and non-cloud. This is the
bleeding edge. If we can solve the integration problem as an industry, it will unleash the
full power of XaaS.
• Service transformation is harder, and the bigger the enterprise the harder it gets. Any one
solution into a subset is difficult, but when you scale up it gets more difficult. There can
even be cultural resistance to many of these changes.
Questions/Answer
[Q] Do you see any emphasis on how to train people to leverage change?
There are two main camps: those that recognize the value of agility, and those that don’t.
Without that kind of forcing function change won’t happen, but because it exists most people are
falling in line. We will get to a more optimal mix of services. Security is really interwoven with
all of these processes. These changes occur individually—each service transformation occurs
separately
[Q] Isn’t that all really difficult to achieve? The security, the successful transformations, and the
acceptance of these changes--this is the “holy grail” of cloud computing. How does that work
for you?
It doesn’t work for everyone. But those that can bring these things more closely together will see
greater success. And while the changes appear to be a waterfall, they’re not—these changes are
rolled out one-by-one, and you ask cost, legal and security questions with each transformation.
You’ll get better and better at working through this process.
[Q] How is integration across multiple platforms working out with multiple providers and
multiple services?
That’s really the holy grail—the integrated distributed enterprise that consists of a long supply
chain of different service providers at different levels. They’re wrestling with it one service at a
time, learning how to integrate each step back into the enterprise. Orchestration will learn with
time. This is enabling patterns with service-brokering. This is not a one and done kind of
thing—it’s a snowballing process.
[Q] If you go step by step, doesn’t data fracture across platform, and how do you go about
consolidating that data?
There are many different data management patterns. There is no right or wrong pattern, but
there are optimal patterns for a given set of business objectives. There are master systems, and
there are federated systems.
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Executive Briefing
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April 2012
IV. Academic Perspective:
Cloud Computing: Research Findings, Key Issues, and Recommendations
By Gwanhoo Lee, Associate Professor, Director of CITGE, American University
Benefits of the Cloud
 Cost savings
 Making individuals more productive
 Facilitating collaboration
 Mining insights from data
 Increased business focus
 Business model experimentation
 Reusable infrastructure
 and more ….
Developing Competitive Advantage in the Cloud: Some Research Findings (Aral et al,
Harvard Business Review, 2010)
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Companies report higher returns from their cloud adoption when they complement cloud
services with:
o Standardized infrastructure, data management, and business processes
o A strong business-IT partnership
o Organizational agility
o Organizational capability to manage external vendors
Service Model of Cloud Computing (Loebbecke et al., MIS Quarterly Executive, 2012)
Key Issues on Cloud Adoption and Implementation
 Security risks (Anthes, Communications of the ACM, 2010)
o Can Cloud actually simplify security issues by outsourcing them to companies
like Google and Microsoft?
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o Difficulties with processing encrypted data in the cloud
Data privacy concerns (Ryan, Communications of the ACM, 2011)
o Accidental or deliberate disclosure
o Policies and legislation
Lock-in and Interoperability (Brynjolfsson et al, Communications of the ACM, 2010)
Will Cloud make IT more like utility? (Carr, Harvard Business Review, 2003)
Will Cloud and XaaS eliminate all software products? If so, when? (Cusumano,
Communications of the ACM, 2010)
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Cloud computing for developing countries (Greengard, Communications of the ACM, 2010)
o Cloud could level the playing field
o In India, cloud computing is projected to grow from a $50 million industry in
2009 to a $15 billion industry by 2013
Are cost savings real? (McAfee, Harvard Business Review, 2011)
o 2009 McKinsey case study: Cloud increases costs by 144%
o 2010 Microsoft report: Cloud is cheaper
Regulatory issues regarding data access and transport
o HIPAA requirements
o EU prohibits consumers’ data from being transferred to countries outside it
without prior consent and approval
Reliability
Control risk (Iyer & Henderson, MIS Quarterly Executive, 2012)
Three Dimensions of Cloud Computing (Loebbecke et al., MIS Quarterly Executive, 2012)
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Assessing Cloud Readiness of IT Services (Loebbecke et al., MIS Quarterly Executive, 2012)
Lessons Learned and Recommendations (Loebbecke et al, MIS Quarterly Executive, 2012,
Iyer & Henderson, MIS Quarterly Executive, 2012)
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Identify IT Services that Are “Likely Cloud Ready” ahead of Vendor Sales Pitches
Initiate Strategic, Fast Experiments
Involve Management and Other Employees, as well as Technology and Service Providers
Establish a Cloud Community Strategy
Pay Attention to IT Architectural Capability
Embrace the Role of a Business Architect
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V. Group Discussion
Facilitated by Dr. Rich Schroth, Executive-in-Residence, CITGE
[Question] Moderator: What are the important questions and issues to address with
respect to cloud computing?
[Responses from the audience]
How long is this “fad” here to stay? How many movements have been “here to stay” over
professional careers?
Integration is very interesting—is it a service in and of itself, and who is the vendor?
What kind of organizational changes do you need to manage XaaS outsourcing?
Fundamentally cannot trust vendor to be totally secure.
My skeptical role as a customer tells me that you don’t get the first string at customer service
firms until you whine a lot—that’s their profit motive. We also can’t trust service firms on
security issues.
There is capital involved in cloud—their capital. The cloud tries to relieve some of slowness of
IT development—it relieves some of the frustration. But what is the nexus of that frustration?
The question becomes where do you draw those lines in your talent pool.
Why do we have this and why are we excited about it? Where do you draw the lines in terms of
your talent pool? IT staff need to remember they are driving their business value, not just
playing with servers.
You have a cost control issue because these services are pay as you go, and you have haves and
have nots.
The cloud takes over the commodity computing model. No one is taking their business
differentiator over the server, they are putting emails and stuff—at the core, a bunch of emails
and a bunch of data.
It can be a superior model because of dynamic scalability—easier to increase capacity briefly
Multitenancy could be good. Control model is bad. Security model will be improved because
cloud will concentrate resources—as a result, cloud services firms can devote more resources to
security.
This stuff is here to stay. What would it be like in 10-15 years from now?
What about lock in to cloud vendors? Lock in of data type due to contracts. We are headed
towards this lock in to reduce competitiveness.
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What happens when an outsourcer loses a contract? How does the switch go over? Might end
up with a lot of legal issues
What is the effect of cloud on competitiveness? Cloud should increase competitiveness—will
countries or corporations benefit from the cloud? Cloud firms don’t want it to be easy to
transfer, so a lot of companies are leaning towards lock-in contracts that actually REDUCE
competitiveness. The format of the data you get back can be a disadvantage, an example of
inefficient lock-in (example of getting data back in pdf form). Generally they don’t want you to
be able to take your data out easily. Bank of America example shows data transfers are always
difficult.
Idea of a subscription is very attractive, not frontloaded like a contract—business value in the
near term.
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Executive Briefing
First name
Last name
Volume 5 / Number 1
April 2012
Attendees (order by affiliation)
Organization
Frank
Jason
Mike
Erran
Stephanie
Derick
William
J. Alberto
Chris
Armour
Bongard
Carleton
Carmel
DaCosta
Davis
DeLone
Espinosa
Gehring
American University
American University
American University
American University
American University
American University
American University
American University
American University
Michael
Chaoqing
Itir
Jill
Ginzberg
Hou
Karaesmen-aydin
Klein
American University
American University
American University
American University
Gwanhoo
Kamalika
Richard
Lee
Sandell
Schroth
Matthew
Vivek
Melanie
Shannon
Supnekar
Teplinsky
American University
American University
American University &
Executive Insights Ltd.
American University
American University
American University
Joe
Derek
Malfesi
Rost
Amtrak
Amtrak
Umit
Mary
Shah
Culnan
Fred
Lawrence
Filippo
Hardish
Rick
Rich
Patrick
Ackerman
Fitzpatrick
Morelli
Nandra
Peters
Reba
Schambach
Amtrak
Bentley University &
American University
Computech
Computech
Computech
CSC
CSC
CSC
CSC
Leif
Benjamin
Ulstrup
Black
Naomi
Marechal
Richard
Spires
Eugene
Yu
CSC
Department of Homeland
Security
Department of Homeland
Security
Department of Homeland
Security
Department of Homeland
Security
MBA student
MBA student
Adjunct Professor, Washington College of
Law
CTO
Sr. Director (and lead on Cloud
Computing)
Director, Enterprise Planning
CITGE Senior Research Fellow,
Slade Professor of Management and IT
Vice President
President
CTO
Partner, Management Consulting Group
Partner, Federal Consulting Group
Partner
VP/GM, Homeland Security & Law
Enforcement
President, Federal Consulting Practice
EA PMO
Special Projects Manager
CIO
Identity, Credentialing, Access, &
Management PMO
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Title
Research Fellow
MBA student
Senior Research Fellow
Professor
MBA student
MBA student
Professor and Executive Director,CITGE
Associate Professor
Senior Director, Technology Operations
Office of IT
Dean, KSB
MBA student
Assistant Professor
Director, Professional MBA, Executive in
Residence
Associate Professor, Director, CITGE
Assistant CIO, Office of IT
Executive-in-Residence & CEO
Executive Briefing
Volume 5 / Number 1
Craig
Adrian
Brown
Gardner
Mohamoud
John
Jibrell
Bell
Discovery Communication
Goddard Space Flight
Center, NASA
HHMI
Marriott International
Jim
Peterson
Marriott International
John
Sharon
Whitridge
Solomon
Marriott International
MedImmune
Bill
Joe
DeLeo
Kraus
SAS
United States Holocaust
Memorial Museum
April 2012
former SVP
CIO
Vice President for Information Technology
Enterprise Architect Global Information
Resources
Senior Vice President Enterprise
Architecture Global Information Resources
VP, Enterprise Architecture
CIO
Director, Release Engineering Architecture
CIO
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Presenter Bios
Richard Spires
CIO
Department of Homeland Security
Richard A. Spires was appointed in September 2009 to serve as the Chief Information Officer (CIO) of
the Department of Homeland Security (DHS). He is responsible for the department’s $6.8 billion
investment in Information Technology (IT). He leads and facilitates portfolio management, development,
implementation, and maintenance of the department’s IT architecture. Mr. Spires is the chairman of the
DHS Chief Information Officer Council and the Enterprise Architecture Board.
Mr. Spires serves on the Federal CIO Council, where he was selected vice chairman by its members in
January 2011. He also serves as co-chair of the council’s Federal Data Center Consolidation Task Force
and previously co-chaired the Management Best Practices Committee.
Mr. Spires held several positions at the Internal Revenue Service (IRS) from 2004 through 2008. He
served as the Deputy Commissioner for Operations Support, having overall responsibility for the key
support and administrative functions for the IRS, including IT, Human Capital, Finance, Shared Services,
Real Estate, and Security functions. Before becoming Deputy Commissioner, Mr. Spires served as CIO of
the IRS, with overall strategic and operational responsibility for a $2 billion budget and a 7,000-person
Modernization and Information Technology Services organization, being accountable for maintaining
more than 400 systems administering in excess of 200 million taxpayer records and supporting more than
100,000 IRS employees. Mr. Spires served for two and half years as the Associate CIO for Applications
Development and led the IRS’s Business Systems Modernization program, one of the largest and most
complex information technology modernization efforts undertaken to date.
From 2000 through 2003, Mr. Spires served as President, Chief Operating Officer, and Director of
Mantas, Inc., a software company that provides business intelligence solutions to the financial services
industry. In helping to establish Mantas, Mr. Spires successfully led efforts to raise $29 million in venture
funding. Before Mantas, Mr. Spires spent more than 16 years serving in a number of technical and
managerial positions at SRA International.
Mr. Spires received a B.S. in Electrical Engineering and a B.A. in Mathematical Sciences from the
University of Cincinnati. He also holds an M.S. in Electrical Engineering from the George Washington
University. Mr. Spires was named Distinguished Alumnus by the University of Cincinnati’s College of
Engineering in 2006.
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April 2012
Adrian Gardner
CIO
Director of the Information Technology and Communications Directorate
Goddard Space Flight Center, NASA
Adrian Gardner is Goddard Space Flight Center's new Chief Information Officer (CIO) and Director of
the Information Technology and Communications Directorate. Gardner came on-board at Goddard in
early February from the National Weather Service where he had served as CIO since January 2007. Prior
to his time at the Weather Service, Gardner was with the Department of Energy as the Deputy CIO for
Cyber Security from September 2005 to September 2006 and the Deputy CIO for IT Reform from
October 2006 to January 2007. He is currently the Chair of the POC Working Group for Data.gov.
Gardner is a Doctoral candidate at the University of Southern California, School of Public Policy and
Planning where he holds a Masters degree in Public Administration. He also holds a Master of Science
degree in Environmental Studies from Hood College and a Bachelor of Science in Biological Science and
Ecology from the esteemed Tuskegee Institute. An Air Force veteran, Gardner received the Air Force
Achievement Medal in 1987.
Gardner serves on the Board of the District of Columbia Urban League and is a volunteer and mentor to
several academic and youth programs.
©2012 Center for IT and the Global Economy, Kogod School of Business, American University
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Executive Briefing
Volume 5 / Number 1
April 2012
Rich Reba
Director, Global SOAsure and “As a Service” Transformation
Practice
Partner, Federal Consulting Chief Innovation Office
CSC
Rich Reba is the Director of CSC’s Global SOAsure and "As a Service" Transformation Practice, the
Chief Innovation Officer of CSC's Federal Consulting Practice, and the Leader of CSC’s Global Solution
Architecture and Delivery Community. In all of these roles, Rich helps large innovation networks
throughout CSC pull together more effectively to create maximum leverage from the collective
knowledge, experiences, and actions of thousands of CSC practitioners worldwide in SOA, Cloud, and
other key market areas. These innovation networks create additional value and responsiveness for the
benefit of CSC’s clients and the development of CSC’s talent.
Rich is a prior recipient of the CSC Chairman’s Award for Excellence, CSC’s highest honor, for his
groundbreaking work in applying SOA concepts to increase the effectiveness of client Enterprise Strategy
and Architecture programs. This year Rich was a finalist for the Chairman's Award for his work in
pioneering CSC's Cloud Adoption Assessment offerings. Rich has over 20 years of experience leading
innovative IT-enabled business solutions for global, national, and small-scale businesses and
organizations operating in diverse private and public sector industries. He holds a degree in Computer
Engineering from the Rochester Institute of Technology (RIT) in Rochester, New York.
Gwanhoo Lee
Associate Professor of IT
Director, Center for IT and the Global Economy
Kogod School of Business, American University
Professor Lee teaches project management, enterprise process and system, and corporate information
strategy in the Kogod School of Business, American University, Washington, D.C. His primary research
areas include project management, agile software development, social media-based open collaboration
and innovation, and CIO leadership. He has worked closely with IT executives from sizable U.S. and
international organizations including 3M, American Red Cross, AMTRAK, Cargill, CSC, Deloitte, FAA,
Freddie Mac, GAO, HHS, IBM, LG CNS, Marriott, Medtronic, Northwest Airlines, Samsung Electronics,
Samsung SDS, Pfizer, and World Bank. His research has been published in MIS Quarterly, Journal of
Management Information Systems, European Journal of Information Systems, Communications of the
ACM, Information & Management, Information Technology and People, Journal of Information
Technology Management, and IEEE Pervasive Computing. He was the runner-up for the best paper award
for OCIS division in Academy of Management Meeting in 2007. He earned his B.S. and M.S. in
Industrial Engineering from Seoul National University and his Ph.D. in Information Systems from the
University of Minnesota, Minneapolis.
©2012 Center for IT and the Global Economy, Kogod School of Business, American University
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Executive Briefing
Volume 5 / Number 1
April 2012
CITGE Executive Team
Dr. William H. DeLone
Executive Director, CITGE
Professor, Kogod School of
Business, American University
Dr. Gwanhoo Lee
Director, CITGE
Associate Professor, Kogod
School of Business, American
University
Dr. Richard J. Schroth
Executive-in-Residence, Kogod
School of Business, American
University
CEO, Executive Insights, Ltd.
Michael Carleton
Senior Research Fellow
Former CIO, U.S. Department of
Health and Human Services
Dr. Frank Armour
Research Fellow
CITGE Advisory Council
Steve Cooper
CIO, Air Traffic Organization,
Federal Aviation Administration
Bill DeLeo
Director of Release Engineering
Architecture, SAS
Associated Faculty and Research Fellows
Dr. Erran Carmel
Professor, Kogod School of
Business, American University
Mohamoud Jibrell
CIO, Howard Hughes Medical
Institute
Dr. J. Alberto Espinosa
Associate Professor, Kogod
School of Business, American
University
Joe Kraus
CIO, U.S. Holocaust Memorial
Museum
Dr. Peter Keen
Distinguished Research Fellow
Chairman, Keen Innovation
Ed Trainor
former CIO, AMTRAK
Dr. Mary Culnan
Senior Research Fellow
Slade Professor of Management
and Information Technology,
Bentley College
Susan Zankman
SVP of Information Resources
Finance and Management
Services, Marriott International
©2012 Center for IT and the Global Economy, Kogod School of Business, American University
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