Wolaita Sodo University
School of Informatics
Department of Information Technology
Information Systems Management
Project - 2
Metsnanat Samuel
ID. NO: PGW/48800/13
Program: MSc in IT
Submitted to : Habtamu Fanta (Ph.D.)
March 2022
Wolaita Sodo, Ethiopia
Introduction
The CIO (Chief Information Officer) is a senior level management, key position in the business,
and requires a strategic and proactive mindset to identify and minimize risk and to define
appropriate strategies to ensure optimal Information security for MOHA soft drinks industry.
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This person is an expert leader that is accountable for ensuring the security
of all IT infrastructure, systems, platforms, and data for CCBA.
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Manage the internal and external IT audit process.
The CISO manages a team of Information Security experts and a range of service providers. This
role has a high impact on business operations and business continuity, as it is responsible for the
establishment and enforcement of all Information Security services related to governance for
CCBA. These services and solutions include:
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Confidentiality, Integrity and Availability of Information Systems and Assets.
Security / Cyber Security Awareness and Communication.
IT Risk Management.
Security Investigations and Digital Forensics.
Disaster Recovery.
Related Policy and Process mapping, development, and updates.
Key Duties & Responsibilities
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Continuously staying up to date and
researching Information
Management best practices, tools,
and trends.
Analyzing current internal cyber
security solutions to identify
weaknesses, as well as areas for
improvement.
Developing a short, medium and
long-term strategy and execution
plans for the IT team while
supporting IT cost optimization and
IT value realization.
Compiling and setting budgets for
the IT team.
Contribute to the compilation of the
IT department’s overall budget.
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Communicating the IT team strategy,
execution plans and roadmaps with
relevant top leaders as well as with
external key stakeholders.
Collaborating with the senior
leadership team to craft the short,
medium- and long-term Information
Technology strategy for the industry
Ensuring the continuous
development and growth of members
of the IT team by ensuring that
training, learning, and mentoring are
planned and available.
Regularly engaging with business
stakeholders, business partners and
architects to understand the IT
support requirements.
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Delegating different projects, duties
and responsibilities to members of
the IT team or outsourced service
providers.
Monitoring the work and
performance of the IT team members
on a continuous basis.
Monitoring the progress of the
service delivery, project execution
and work tasks to ensure that it is
aligned with the plans and that it
meets internal standards for delivery.
Ensuring the formulation, testing and
communication of a business
continuity and disaster recovery plan.
the delivery of training programmes
and that the necessary level of
security awareness exists.
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towards Agile and DevOps culture
and work practices.
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compliance for all practices, projects,
and tools.
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Security team annual goals.
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development of relevant security
governance standards and policies.
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team to identify areas of the function
where an outsource model will be
more beneficial to the CCBA
business.
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and maintenance of the most current
version of the CCBA IT Security
Controls.
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specification for the RFP,
participating in evaluating and
shortlisting service providers and
managing the final negotiations and
contracting.
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to conduct regular security audits.
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compliance inspections and security
audits and addressing any issues
arising.
process and
establishing the standards for the
selection of services providers and
vendors that deliver core security
services.
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partnering relationship with key
vendors and service providers and
acting as a reasonable and good
customer to vendors.
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solutions to ensure that users are
familiar with IT Security
Governance requirements through
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level business stakeholders to
identify, agree and understand their
IT security requirements for their
relevant business area.
his/her manager to report progress,
raise issues and brainstorm solutions.
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Security team to plan work and to
track the progress of projects
underway.
of the IT security solutions to ensure
that work priorities and solution
features align with user requirements.
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-IT at key
governance and control forums such
as CCBA Governance, Finance and
Audit Committee and the TCCC
Security forums.
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initiatives within the IT department
to ensure
continuous business improvement.
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Leadership team members and
McKinsey: How is the role of IT changing at Coca-Cola, and, with it, your role as CIO?
Ed Steinike: IT and marketing are very close partners at Coca-Cola today—more so, I think,
than at most other companies—and that’s the way it should be. Coke is spending hundreds of
millions of dollars a year on digital marketing, and that number will, no doubt, continue to
rise. Almost all of that spending is IT-related. This development calls for a broader CIO role.
It’s not enough to be an operational back-office CIO running the systems. It’s also not
enough to be a process CIO reinventing the supply chain and transforming support functions.
Important as those two roles are, they need to be complemented by what I call the revenuegenerator CIO or business-level CIO.
McKinsey: What were the beginnings of the strategic partnership between marketing and IT
at Coca-Cola?
Ed Steinike: Our marketers started to think more seriously about digital channels five years
ago or so. As mobile adoption expanded, they started to build a direct connection with our
customers by pushing mobile applications for social-media sites and our loyalty programs,
such as My Coke Rewards.
Marketing was driving a lot of it through its own advertising and digital agencies while IT, at
the time, was struggling to be relevant. We were viewed as a back-office function, not as one
of the strategic leaders and partners in our digital-marketing efforts. I believed we should be
bringing ideas to marketing instead of marketing coming to us for creative solutions and
more often than not getting the answer, “Sorry. We don’t have the people to do these things.”
Our first step was simply to offer traditional operating, hosting, and security for the sites and
platforms the agencies were building. We did that quite well and now have over 600
consumer sites hosted in one platform environment with great data protection.
McKinsey: What did it take to get to the level of business partner, to get to the point, for
example, where you were coming up with cool mobile apps and connecting them with
consumer-relationship programs?
Ed Steinike: It’s all about people. Just like Coca-Cola’s marketing organization, which hired
somereally smart people in the field of digital and interactive marketing, we started to recruit
talented IT people who were more entrepreneurial, a little more strategic in their thinking,
and who connected better with what marketing was trying to achieve. As one example, my
enterprise architect is based in Silicon Valley with his team—closer to where the solutions
are likely to come from.
That said, we still have some way to go when it comes to getting young people with a
different kind of mind-set. We used to bring in 35 IT interns each year, but we hired none of
them despite the great work they did, because our focus was on seasoned hires, for example,
business and systems analysts and project managers. We certainly must have experienced
people for big systems applications and the like, but for application-development work using
software as a service, an entry-level hire may be just fine.
We’re now hiring five of our interns each year, and it’s amazing what they can do. They look
at the world differently, and they come up with new answers. They help us build a new
culture in which IT is a better business partner. It will take years to complete this cultural
shift, but it will only happen if we address the people side of it.
McKinsey: What is the IT department doing today to cultivate direct consumer relationships?
Ed Steinike: Recently, for the 2012 Summer Olympics, we created mobile applications
tailored for over 100 countries and available in the Android and iPhone stores, in order to
create a digital-marketing event around the globe that boosted our impact well beyond our
traditional sponsorship and television advertising channels. The IT department built some of
the applications and managed others created by external agencies or our consumers. When
content comes from thousands and thousands of sources, it requires a complete ecosystem.
We’re now running content-management systems, digital-rights-management systems,
digital-access-management systems, and mobile-distribution systems. Packaging content and
distributing it around the world is a very big area for us right now. Today, digital marketing
is a joint activity in our company, with marketing in many cases looking directly to us for
better ways to reach our customers.
McKinsey: Having demand-driven supply-chain systems is a trend in consumer packaged
goods. What is Coca-Cola doing in this field?
Ed Steinike: It’s a very important area for Coca-Cola. We’ve been working hard the last
couple of years to integrate our plant and distribution systems to make it possible for us to
see exactly what’s happening with our products as they move through the supply chain. One
critical benefit is to ensure that we can minimize out-of-stocks. Imagine that we direct our
Facebook fans to a local outlet with a targeted promotion and the product isn’t available.
We’ve lost a sale and had a negative impact on relationships with our consumers. The
inventory at the back of a store is pretty visible, but we lose track at the shelf point and the
cooler point. We’re experimenting with some interesting methods to fill that gap, such as
radio-frequency identification and electronic tagging of our products.
Interestingly, we have a pretty cool solution to this in the United Kingdom, where we have
merchandisers take pictures of our shelves and coolers when they come into stores to talk
about orders, promotions, and so on. We spent a lot of time trying to automate the processing
of information found in the photographs, but it turned out that a better solution was to send
the photos to a company in India: its staff studies the shots and in less than a minute gets
back to us with stock counts of each product. It’s a nice blend of technology and human
process. Is there a better solution? We’re still experimenting.
McKinsey: What is the best example of IT’s new role at Coca-Cola?
Ed Steinike: Coca-Cola Freestyle, our revolutionary fountain dispenser, integrates most of
what the IT department is up to and also points the way toward a technology-driven future
for beverages that might be quite different from the present landscape. Earlier fountains were
basically mechanical machines. Coca-Cola Freestyle is effectively a complex and sensitive
enterprise-resource-planning environment. A computer embedded in the new fountain
machine calculates with surgical precision the ingredients of over 100 different beverage
brands. To begin, consumers experiment a bit with various brands until they find one they
really like. When they do, we find that they come back to our fountains for that particular
drink and this leads to increased same-store sales.
The computer records all the data involved in every single pour. Each fountain knows when
it’s running low on certain products. We are also using automated ordering in many CocaCola Freestyle locations whereby the fountain can build its own orders for supplies and place
them directly into the system. It would even optimize the order so that you pay the lowest
possible delivered cost. There are other things we can do with the operational data, such as
working with the owner of the fountain location to talk about, for example, what drinks are
moving at certain times of the day and, as a result, potential opportunities to adjust pricing
and promotions. Broader marketing data represent another area. Is there, for example, a
particular drink that happens to be selling really well in a particular region, country, or city?
We have visions of how we will use the data as we deploy thousands and thousands of the
machines in locations such as restaurant chains, entertainment venues, and retail stores.
We’ve got 50 million–plus fans on Facebook. We’ve got some 18 million people on My
Coke Rewards. If we could bring these audiences together around Coca-Cola Freestyle, we
could learn some really cool things.
McKinsey: A final question, what’s your advice to a CIO starting out in the consumerpackaged-goods industry?
Ed Steinike: My advice is that there’s an interesting shift going on in the world of consumer
packaged goods, and IT has to stay very close to the new trends if it wants to be relevant. If
you’re comfortable being an operational CIO you’ll still be needed, but I don’t think you’re
going to help your company grow as fast as it could.
Dive Brief:
The Coca-Cola Company is increasing the responsibilities of its chief information officer as
part of a shuffle of C-suite officials. Beginning Jan. 1, 2019, Barry Simpson, senior vice
president and CIO, will add Enabling Services organization responsibilities to his role,
becoming Coca-Cola's SVP and chief information and integrated services officer, the
company announced last week.
Coca-Cola's enabling services division is responsible for technical and integrated services
governance. Simpson will take over for the group's current president, Kathy Waller, who also
serves as executive vice president and CFO, is set to retire in 2019. John Murphy will take
over as EVP and CFO in March, 2019.
The company also appointed Nancy Quan to become SVP and chief technical officer. With
the company for 11 years, Quan previously served as the CTO of Coca-Cola North America.
Dive Insight:
As consumer demand for sugary beverages has lagged, soda manufacturers are turning to
new avenues to stoke interest and maintain brand engagement. While Coca-Cola is finding
success in brands like Diet Coke, the beverage company is also turning toward a digital
future.
Looking for a bump from the e-commerce craze, Coca-Cola is experimenting with online
business, from meal kits to voice ordering, Food Dive reports.
Underlying it all is a robust technical infrastructure that keeps up with supply chain demands
and gets ahead of the digital curve. In recent years, Coca-Cola has invested in technology,
giving more power to the CIO.
The beverage company appointed Simpson as CIO in November 2016. Then in March 2017,
as part of a C-suite shuffle, Simpson began reporting to new CEO James Quincey. The
tweaked reporting structure was to increase "visibility and focus" on wrapping digital
technologies into all aspects of the company.
With the CEO's ear, and more control over enabling services, Simpson is up against few
leadership roadblocks to transform Coca-Cola. In other organizations, CIOs have to fight for
technology's place, often thought of as a cost center.
But successful CIOs are becoming more product-oriented, focusing on renovating culture and
technical aptitude to transform businesses. Keeping up with and anticipating digital trends,
CIOs can help a business remain competitive in an era defined by change.
Information Systems Manager
[Intro Paragraph] The first paragraph of your information systems manager job description
should include information about your company that would appeal to the candidates you’re
trying to reach. Talk about how many years you’ve been in business, impressive projects
your company has worked on, and your work culture. This introduction is your chance to
hook in candidates so they’ll continue reading and want to apply for the position, so you may
consider looping in your marketing team for support.
Information Systems Manager Job Responsibilities: The next paragraph should go deeper
into the job responsibilities of an information systems manager. Some examples include:

Manages hardware and software installations and upgrades.
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Maintains information systems by planning, monitoring, and coordinating employees.
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Develops private intranet and public internet sites.
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Creates reports, programs, BAMs, and BPMs as well as add-on applications to perform
small features on ERP-system.
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Offers coaching, leadership, and training to manage staff performance.
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Maintains staff by recruiting, selecting, and training employees.
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Assesses information systems results by auditing their application and results.
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Participates in planning and designing technologies to meet the growing needs of the
business.
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Safeguards assets by planning and implementing disaster recovery and back-up
procedures and information security and control structures.
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Maintains safe and healthy working environment by ensuring that information systems
staff complies with organizational policies.
What is an information systems manager?
An information systems manager is an IT professional who oversees the IT department
within an organization. They work closely with their team to troubleshoot IT problems,
administer computer system updates as well as install hardware and software for different
departments.
Related: 17 Management Information Systems Jobs
What does an information systems manager do?
Information systems managers have a variety of job responsibilities as leaders and IT
professionals. An information systems manager is often responsible for:
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Managing IT department budget and prioritizing funds based on primary department
goals
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Hiring and training IT professionals, such as support specialists, network engineers, IT
analysts and technicians, to work as members of the IT department
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Monitoring the productivity and performance levels of IT employees and conducting
performance reviews
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Maintaining efficient relationships with other department heads to determine their
technology needs
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Delegating repair and installation requests among IT employees
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Monitoring inventory of available hardware devices or computer accessories to assess
purchasing needs
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Creating long-term schedules to determine when to update company computer systems
and cybersecurity measures
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Researching new business technologies and IT software to strengthen the organization's
computer systems
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Creating surveys to gauge company employee IT needs and questions
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Drafting informational documents to help company employees troubleshoot standard
computer problems and navigate new programs
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Meeting with IT directors and other upper-management staff to propose ideas and relay
information to the IT department
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Assisting IT employees with complex installations or repairs
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Implementing new software programs and computer technologies that support
organizational goals and objectives
Information systems manager skills
There are several technical and interpersonal skills that are required to perform this job well.
Here are some examples of skills that information systems managers should possess:
Leadership
Leadership refers to an individual's ability to manage a group of people and guide them in
their activities. As an information systems manager, you’ll need to demonstrate excellent
leadership to uphold IT standards, encourage employee productivity and maintain a positive
working environment. However, you’ll also need to be able to provide a leadership role to
other departments when helping them assess their technology needs.
Negotiation tactics
As an information systems manager, you’ll need to be able to negotiate with technology
wholesalers to establish price points for computer hardware. Being able to negotiate is also
important when you want to advocate for new computer hardware or software that could
benefit the company.
Problem solving
Problem solving is the process by which individuals identify problems and develop solutions.
As an information systems manager, you have to problem solve in a variety of different
situations. This includes problem solving to fix budgeting concerns, enhance productivity or
troubleshoot computer system errors on the company level.
Interpersonal communication
Interpersonal communication refers to an individual's ability to adjust the language they use
depending on the person they’re speaking with. Information systems managers need
interpersonal communication skills as they communicate with IT department employees,
business partners, upper management professionals and other company departments on a
daily basis. They also have to explain IT terminology and procedures to individuals with
little-to-no IT experience.
Written communication
Written communication is the ability to convey clear and concise thoughts in writing. In an
information systems management role, you may have to send out department memos and
company-wide reports to detail systems updates and recent issues. You may also have to
write instruction manuals to help non-IT personnel understand how to use computer systems
properly.
Public speaking
Information systems managers host department meetings and give presentations to other
departments and upper-management personnel. For this reason, it's beneficial if you know
how to speak in front of an audience and hold their attention.
Task delegation
As an information systems manager, you focus on department operations on a broad level.
Therefore, it's important that you know how to delegate tasks among your employees, as it
allows you to monitor performance, budgeting and other essential department activities.
Systems management
Systems management refers to an individual's ability to use IT hardware and software to help
businesses achieve goals and objectives. Including this skill on your information systems
manager resume shows employers that you understand the connection between technology
and business.
Hardware and software installation
Being able to install hardware and software as an information systems manager ensures you
can train new employees. It also helps ensure that you can partake in complex hardware and
software installations when necessary. This skill shows employers that you can select and
install the right equipment to support their computer systems.
IT project management
In your leadership role as an information systems manager, you may have to lead IT projects
and other initiatives to improve your employer's computer systems. IT project management
skills highlight your ability to lead IT projects and oversee multiple tasks at once.
Information systems manager: job description
Information systems managers, or IT managers, are responsible for the secure and effective
operation of all computer systems, related applications, hardware and software that is used
within a wide range of public and private sector organisations.
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Demand for IT managers is expected to increase as employers continue to expand their use
of IT.
What does an information systems manager do? Typical employers | Qualifications and
training | Key skills
Responsibilities of the job vary according to employment sector. However, typical tasks
include:
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managing a team of staff including programmers, analysts and support specialists
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evaluating the functionality of systems
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consulting computer users to ascertain needs and to ensure that facilities meet user or
project requirements
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selecting and purchasing appropriate hardware and software
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managing IT budgets
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ensuring software licensing laws are followed
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implementing and managing security or integrity and backup procedures
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scheduling upgrades
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providing user training, support, advice and feedback
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testing and modifying systems to ensure that that they operate reliably
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managing secure network access for remote users
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keeping up to date with new technology
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designing maintenance procedures and putting them into operation
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training new staff.
Typical employers for information systems managers
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Financial organisations
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IT companies
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Management consultancy firms
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Software companies
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Universities
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Hospitals
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Local authorities
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Central government
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Online retailers
Any organisation that makes extensive use of computers may employ an information systems
manager.
Vacancies are advertised by recruitment agencies, careers services, online, in newspapers and
publications such as Computing and Computer Weekly. Further information is available in
the TARGETjobs IT & Technology publication.
Qualifications and training required
There are routes into this profession for both school leavers and graduates.
For graduates, a degree or a higher national diploma (HND) in a relevant subject such as
information technology, computer science, software engineering, management sciences or
business studies is usually required. For graduates without relevant qualifications and/or
experience, gaining a postgraduate computing or IT qualification can be helpful.
To become an information systems manager, candidates usually have to work their way up
from an entry-level role, such as information systems officer. Such roles are often
competitive, so relevant industrial experience (particularly experience gained within the
fields of project management, technical support, systems programming or computer
operations) is beneficial. You can achieve this through industrial placements, summer
internships and insight programmes.
It is sometimes possible to enter this career without a degree or HND. To find out more about
getting into IT and technology via a school leaver route, visit the IT and technology section
of TARGETcareers, our website aimed at school leavers.
Key skills for information systems managers
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Analytical and problem solving skills
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Strong technical skills
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The ability to work well under pressure
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Attention to detail
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Teamworking skills
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Organisation and time management
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Interpersonal and communication skills
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Management and leadership skills