Today’s CIO faces tough challenges — to demonstrate mature financial management disciplines, greater transparency, and improved performance reporting of costs. Historically, the Office of the CIO — the CIO and direct reports — have relied on rough estimates or SWAGs (scientific wild “a guesses”) to answer questions, such as:
- What are the key drivers affecting cost?
- When and where should we cut discretionary spending?
- Where can we make additional cuts and still have enough staff to keep the lights on?