CFO of IT Competency Model - Revision history

User at 12:13, 18 January 2023

2023-01-18T12:13:43Z

User at 12:11, 18 January 2023

2023-01-18T12:11:14Z

User at 12:57, 11 November 2022

2022-11-11T12:57:30Z

User at 18:09, 30 August 2021

2021-08-30T18:09:06Z

User at 17:44, 30 August 2021

2021-08-30T17:44:57Z

User at 17:44, 30 August 2021

2021-08-30T17:44:11Z

User at 17:33, 30 August 2021

2021-08-30T17:33:43Z

User at 16:57, 30 August 2021

2021-08-30T16:57:55Z

User at 16:37, 30 August 2021

2021-08-30T16:37:58Z

User at 15:08, 30 August 2021

2021-08-30T15:08:17Z

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 The top five functions of the Technology Controller role are:
 *Govern and manage IT financial planning, budget and forecasting
-*[[IT Chargeback|Charge and/or show back]] to the lines of business their consumption and cost drivers to influence consumer behavior
+*Charge and/or show back to the lines of business their consumption and cost drivers to influence consumer behavior
 *Manage the system of [[Internal Control|internal controls]] and financial policy compliance to allow value preservation
-*Provide a thermometer of spend and investment to improve IT’s credibility with the CFO and [[Chief Operating Officer (COO)]]
+*Provide a thermometer of spending and investment to improve IT’s credibility with the CFO and Chief Operating Officer (COO)
 *Drive total cost of ownership (TCO) and transparency
 ''Challenges''

@@ Line 1: / Line 1: @@
-'''CFO of IT''' establishes the framework for managing IT-related investments and fund innovations that deliver [[Competitive Advantage|competitive advantage]]. The CFO of IT role builds upon the foundational practices of accounting and expense management — what we call the Technology Controller and Cost Optimizer roles — to drive the greatest returns, improve business alignment and accelerate change for their enterprises. The CFO of IT — or whatever the title of the executive who leads the business management of IT — is not just a financial leader; he or she often is essential to the success of the [[IT Organization (information technology organization)|technology organization]] and the [[Business|business]] that depends on exceptional technologies and innovations. An effective CFO of IT (or the equivalent) fulfills at least five different roles, as described by the Competency Model below. <ref>What is CFO of IT [https://community.tbmcouncil.org/HigherLogic/System/DownloadDocumentFile.ashx?DocumentFileKey=d5002138-ee7e-44f3-9d20-55d23ed7bd1e&forceDialog=0 TBM Council]</ref>
+== What is the CFO of IT Competency Model? ==
@@ Line 9: / Line 11: @@
 The top five functions of the Technology Controller role are:
 *Govern and manage IT financial planning, budget and forecasting
-*[[IT Chargeback|Charge and/or show back]] to the [[Line of Business (LOB)|lines of business]] their consumption and [[Cost Drivers|cost drivers]] to influence consumer behavior
+*[[IT Chargeback|Charge and/or show back]] to the lines of business their consumption and cost drivers to influence consumer behavior
 *Manage the system of [[Internal Control|internal controls]] and financial policy compliance to allow value preservation
-*Provide a thermometer of spend and investment to improve IT’s credibility with the [[Chief Financial Officer (CFO)|CFO]] and [[Chief Operating Officer (COO)]]
+*Provide a thermometer of spend and investment to improve IT’s credibility with the CFO and [[Chief Operating Officer (COO)]]
-*Drive [[Total Cost of Ownership (TCO)|total cost of ownership (TCO)]] and transparency
+*Drive total cost of ownership (TCO) and transparency
 ''Challenges''
-*Roles, responsibilities and processes are often missing for this role. This is exacerbated by frequent [[Organizational Change|organizational changes]] within the [[C-Suite]].
+*Roles, responsibilities, and processes are often missing for this role. This is exacerbated by frequent organizational changes within the C-Suite.
-*The [[Data|data]] needed for strong controllership often is missing or the [[Data Quality|quality of data]] is poor, and processes for [[Data Governance|data governance]] often are insufficient or non-existent.
+*The data needed for strong controllership often is missing or the quality of data is poor, and processes for data governance often are insufficient or non-existent.
 *Strong financial acumen often is missing within the [[IT Organization (information technology organization)|IT organization]]. IT leaders need more financial management training.
-*Lines of communication regarding financial matters often are unclear and the [[Metrics|metrics]] needed for managing financial outcomes (between [[Stakeholder|stakeholders]]) are missing or poorly defined.
+*Lines of communication regarding financial matters often are unclear and the metrics needed for managing financial outcomes (between stakeholders) are missing or poorly defined.
 CFOs of IT will have to drive improvement in these areas; they will not be able to count on others to do so. Strong leaders can define this role, implement the systems and data needed, roll out an education program for their IT leaders, establish metrics and formalize reporting. This role is foundational to the CFO of IT. When the Technology Controller role can ensure accuracy of the data and integrity of the processes, he or she builds trust with IT and the business.
-'''Cost Optimizer'''<br />
+== Cost Optimizer ==
-The Cost Optimizer role is not just one person’s job — it is fulfilled by multiple people. The top five tactics used to [[Cost Optimization|optimize costs]] and create operating leverage are the following :
+The Cost Optimizer role is not just one person’s job — it is fulfilled by multiple people. The top five tactics used to [[IT Cost Optimization|optimize information technology costs]] and create operating leverage are the following :
 *Shifting to cloud hosting
 *Implementing new, more efficient technologies
 *Rationalizing and consolidating applications
-*Shifting to [[Software as a Service (SaaS)|Software-as-a-Service (SaaS)]] solutions
+*Shifting to Software-as-a-Service (SaaS) solutions
 *Rationalizing vendors
 ''Challenges''
-*Organizational [[Change Management|change management]], [[Governance|governance]] and accountability often are needed to drive cost efficiency. This must start at the top but must be addressed by key leaders throughout the [[Organization|organization]], not a single person or group.
+*Organizational change management, governance and accountability often are needed to drive cost efficiency. This must start at the top but must be addressed by key leaders throughout the organization, not a single person or group.
-*IT must provide transparency to the lines of business about the [[Service|services]] or [[Technology|technologies]] they consume, how much it costs and what options they can take. Business demand remains a significant lever for driving great efficiency and value.
+*IT must provide transparency to the lines of business about the services or technologies they consume, how much it costs and what options they can take. Business demand remains a significant lever for driving great efficiency and value.
 *Metrics are an important but often-missing tool for driving cost optimization. Service owners, project managers and end consumers must be given the proper metrics to understand the impact of their decisions and drive the right outcomes.
 *[[IT Chargeback|Chargeback]] or other methods that drive financial accountability are important tools for optimization.
-CFOs of IT must collaborate with the key leaders in the office of the CIO as well as the corporate CFO and finance organization to drive the necessary changes. Cost optimization depends on a clear financial accountability model, which is missing in many IT/tech organizations. Establishing it will take time and patience. CFOs of IT should position themselves as trusted advisors: optimizing costs does not come naturally to most IT leaders who often succeed by showing technical and [[Organizational Management|organizational management]] proficiencies, not financial management ones.
+CFOs of IT must collaborate with the key leaders in the office of the CIO as well as the corporate CFO and finance organization to drive the necessary changes. Cost optimization depends on a clear financial accountability model, which is missing in many IT/tech organizations. Establishing it will take time and patience. CFOs of IT should position themselves as trusted advisors: optimizing costs does not come naturally to most IT leaders who often succeed by showing technical and organizational management proficiencies, not financial management ones.
-'''Investment Manager'''<br />
+== Investment Manager ==
 While most companies fulfill the Investment Manager role with multiple people there are some that fulfill it with a single person. This role creates value in the following six ways:
 *By helping the CIO convey the value of IT investments in business terms
@@ Line 44: / Line 46: @@
 ''Challenges''
 *Training is needed for both IT and non-IT leaders, including corporate finance. This will not only improve skillsets but help address the disconnect that often exists between IT, line-of-business and finance leaders regarding investments and priorities.
-*Better processes and metrics are needed for prioritization of investments, especially regarding risks, business cases and budgets.
+*Better processes and metrics are needed for the prioritization of investments, especially regarding risks, business cases and budgets.
 *IT leaders need better processes and metrics around vendors to drive consolidation, management of performance and cost optimization – and to help negotiate contracts.
-*Value itself must be better defined, especially in the context of business outcomes and how it is measured. Categories of value should be created to help show alignment of IT spending and resources to business strategy.
+*Value itself must be better defined, especially in the context of business outcomes and how it is measured. Categories of value should be created to help show the alignment of IT spending and resources to business strategy.
 CFOs of IT must create and roll out a financially oriented model for managing IT portfolios. In the modern era of “as-a-Service” delivery, the IT investment management model should encompass not only new IT investments, such as software development and acquisition (i.e., capital expenditures), but also the costs to run or operate the business. In other words, a service
-'''Agent of Change'''<br />
+== Agent of Change ==
 Most companies fail to fulfill the Agent of Change role. Those that do fulfill it with multiple people. This role creates value in the following fives ways:
 *Champion innovation and transformative initiatives that can move the needle on cost structure
@@ Line 62: / Line 64: @@
 CFOs of IT must understand the role they play in the transformation of IT and/or the business. Almost all types of transformation (e.g., IT-as-a-Service, digital, cloud) depend on an effective financial model to drive the right outcomes and accountability. Here, the CFO of IT can play a truly strategic role for the organization and the business.
-'''Voice of the Business'''<br />
+== Voice of the Business ==
 Often, the Voice of the Business role is played by more than one person This role creates value in the following four ways:
 *Ensure budget and goal alignment between IT and the business
@@ Line 83: / Line 85: @@
 === See Also ===
-*[[Chief Digital Officer (CDO)]]
+*[[Information Technology Investment Management (ITIM)]]
-*[[Chief Executive Officer (CEO)]]
-*[[Chief Financial Officer (CFO)]]
-*[[Chief Information Officer (CIO)]]
-*[[Chief Innovation Officer]]
 === References ===
 <references/>

← Older revision		Revision as of 12:57, 11 November 2022
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−	'''CFO of IT''' establishes the ~~[[IT Investment Management Framework (ITIM)\|~~framework for managing IT-related investments]] and fund ~~[[Innovation\|~~innovations]] that deliver [[Competitive Advantage\|competitive advantage]]. The CFO of IT role builds upon the foundational practices of accounting and expense management — what we call the Technology Controller and Cost Optimizer roles — to drive the greatest returns, improve business alignment and accelerate change for their enterprises. The CFO of IT — or whatever the title of the executive who leads the business management of IT — is not just a financial leader; he or she often is essential to the success of the [[IT Organization (information technology organization)\|technology organization]] and the [[Business\|business]] that depends on exceptional technologies and innovations. An effective CFO of IT (or the equivalent) fulfills at least five different roles, as described by the Competency Model below. <ref>What is CFO of IT [https://community.tbmcouncil.org/HigherLogic/System/DownloadDocumentFile.ashx?DocumentFileKey=d5002138-ee7e-44f3-9d20-55d23ed7bd1e&forceDialog=0 TBM Council]</ref>	+	'''CFO of IT''' establishes the framework for managing IT-related investments and fund innovations that deliver [[Competitive Advantage\|competitive advantage]]. The CFO of IT role builds upon the foundational practices of accounting and expense management — what we call the Technology Controller and Cost Optimizer roles — to drive the greatest returns, improve business alignment and accelerate change for their enterprises. The CFO of IT — or whatever the title of the executive who leads the business management of IT — is not just a financial leader; he or she often is essential to the success of the [[IT Organization (information technology organization)\|technology organization]] and the [[Business\|business]] that depends on exceptional technologies and innovations. An effective CFO of IT (or the equivalent) fulfills at least five different roles, as described by the Competency Model below. <ref>What is CFO of IT [https://community.tbmcouncil.org/HigherLogic/System/DownloadDocumentFile.ashx?DocumentFileKey=d5002138-ee7e-44f3-9d20-55d23ed7bd1e&forceDialog=0 TBM Council]</ref>

@@ Line 1: / Line 1: @@
-'''CFO of IT''' establishes the framework for managing IT-related investments and fund innovations that deliver competitive advantage. The CFO of IT role builds upon the foundational practices of accounting and expense management — what we call the Technology Controller and Cost Optimizer roles — to drive the greatest returns, improve business alignment and accelerate change for their enterprises. The CFO of IT — or whatever the title of the executive who leads the business management of IT — is not just a financial leader; he or she often is essential to the success of the technology organization and the business that depends on exceptional technologies and innovations. An effective CFO of IT (or the equivalent) fulfills at least five different roles, as described by the Competency Model below. <ref>What is CFO of IT [https://community.tbmcouncil.org/HigherLogic/System/DownloadDocumentFile.ashx?DocumentFileKey=d5002138-ee7e-44f3-9d20-55d23ed7bd1e&forceDialog=0 TBM Council]</ref>
+'''CFO of IT''' establishes the [[IT Investment Management Framework (ITIM)|framework for managing IT-related investments]] and fund [[Innovation|innovations]] that deliver [[Competitive Advantage|competitive advantage]]. The CFO of IT role builds upon the foundational practices of accounting and expense management — what we call the Technology Controller and Cost Optimizer roles — to drive the greatest returns, improve business alignment and accelerate change for their enterprises. The CFO of IT — or whatever the title of the executive who leads the business management of IT — is not just a financial leader; he or she often is essential to the success of the [[IT Organization (information technology organization)|technology organization]] and the [[Business|business]] that depends on exceptional technologies and innovations. An effective CFO of IT (or the equivalent) fulfills at least five different roles, as described by the Competency Model below. <ref>What is CFO of IT [https://community.tbmcouncil.org/HigherLogic/System/DownloadDocumentFile.ashx?DocumentFileKey=d5002138-ee7e-44f3-9d20-55d23ed7bd1e&forceDialog=0 TBM Council]</ref>
@@ Line 9: / Line 9: @@
 The top five functions of the Technology Controller role are:
 *Govern and manage IT financial planning, budget and forecasting
-*Charge and/or show back to the lines of business their consumption and cost drivers to influence consumer behavior
+*[[IT Chargeback|Charge and/or show back]] to the [[Line of Business (LOB)|lines of business]] their consumption and [[Cost Drivers|cost drivers]] to influence consumer behavior
-*Manage the system of internal controls and financial policy compliance to allow value preservation
+*Manage the system of [[Internal Control|internal controls]] and financial policy compliance to allow value preservation
-*Provide a thermometer of spend and investment to improve IT’s credibility with the CFO and Chief Operating Officer (COO)
+*Provide a thermometer of spend and investment to improve IT’s credibility with the [[Chief Financial Officer (CFO)|CFO]] and [[Chief Operating Officer (COO)]]
-*Drive total cost of ownership (TCO) and transparency
+*Drive [[Total Cost of Ownership (TCO)|total cost of ownership (TCO)]] and transparency
 ''Challenges''
-*Roles, responsibilities and processes are often missing for this role. This is exacerbated by frequent organizational changes within the C-suite.
+*Roles, responsibilities and processes are often missing for this role. This is exacerbated by frequent [[Organizational Change|organizational changes]] within the [[C-Suite]].
-*The data needed for strong controllership often is missing or the quality of data is poor, and processes for data governance often are insufficient or non-existent.
+*The [[Data|data]] needed for strong controllership often is missing or the [[Data Quality|quality of data]] is poor, and processes for [[Data Governance|data governance]] often are insufficient or non-existent.
-*Strong financial acumen often is missing within the IT organization. IT leaders need more financial management training.
+*Strong financial acumen often is missing within the [[IT Organization (information technology organization)|IT organization]]. IT leaders need more financial management training.
-*Lines of communication regarding financial matters often are unclear and the metrics needed for managing financial outcomes (between stakeholders) are missing or poorly defined.
+*Lines of communication regarding financial matters often are unclear and the [[Metrics|metrics]] needed for managing financial outcomes (between [[Stakeholder|stakeholders]]) are missing or poorly defined.
 CFOs of IT will have to drive improvement in these areas; they will not be able to count on others to do so. Strong leaders can define this role, implement the systems and data needed, roll out an education program for their IT leaders, establish metrics and formalize reporting. This role is foundational to the CFO of IT. When the Technology Controller role can ensure accuracy of the data and integrity of the processes, he or she builds trust with IT and the business.
 '''Cost Optimizer'''<br />
-The Cost Optimizer role is not just one person’s job — it is fulfilled by multiple people. The top five tactics used to optimize costs and create operating leverage are the following :
+The Cost Optimizer role is not just one person’s job — it is fulfilled by multiple people. The top five tactics used to [[Cost Optimization|optimize costs]] and create operating leverage are the following :
 *Shifting to cloud hosting
 *Implementing new, more efficient technologies
 *Rationalizing and consolidating applications
-*Shifting to Software-as-a-Service (SaaS) solutions
+*Shifting to [[Software as a Service (SaaS)|Software-as-a-Service (SaaS)]] solutions
 *Rationalizing vendors
 ''Challenges''
-*Organizational change management, governance and accountability often are needed to drive cost efficiency. This must start at the top but must be addressed by key leaders throughout the organization, not a single person or group.
+*Organizational [[Change Management|change management]], [[Governance|governance]] and accountability often are needed to drive cost efficiency. This must start at the top but must be addressed by key leaders throughout the [[Organization|organization]], not a single person or group.
-*IT must provide transparency to the lines of business about the services or technologies they consume, how much it costs and what options they can take. Business demand remains a significant lever for driving great efficiency and value.
+*IT must provide transparency to the lines of business about the [[Service|services]] or [[Technology|technologies]] they consume, how much it costs and what options they can take. Business demand remains a significant lever for driving great efficiency and value.
 *Metrics are an important but often-missing tool for driving cost optimization. Service owners, project managers and end consumers must be given the proper metrics to understand the impact of their decisions and drive the right outcomes.
-*Chargeback or other methods that drive financial accountability are important tools for optimization.
+*[[IT Chargeback|Chargeback]] or other methods that drive financial accountability are important tools for optimization.
-CFOs of IT must collaborate with the key leaders in the office of the CIO as well as the corporate CFO and finance organization to drive the necessary changes. Cost optimization depends on a clear financial accountability model, which is missing in many IT/tech organizations. Establishing it will take time and patience. CFOs of IT should position themselves as trusted advisors: optimizing costs does not come naturally to most IT leaders who often succeed by showing technical and organizational management proficiencies, not financial management ones.
+CFOs of IT must collaborate with the key leaders in the office of the CIO as well as the corporate CFO and finance organization to drive the necessary changes. Cost optimization depends on a clear financial accountability model, which is missing in many IT/tech organizations. Establishing it will take time and patience. CFOs of IT should position themselves as trusted advisors: optimizing costs does not come naturally to most IT leaders who often succeed by showing technical and [[Organizational Management|organizational management]] proficiencies, not financial management ones.
 '''Investment Manager'''<br />
@@ Line 80: / Line 80: @@
 While “IT finance” is the focal point of the CFO of IT, many of these executives play additional roles. With their ability to dissect the financial picture of large vendor contracts, some CFOs of IT function as head of the vendor management office. Likewise, when it’s time to upgrade finance systems, the CFO of IT is often asked to lead that program.<ref>What are the roles and responsibilities of CFO of IT? [https://www.cfo.com/it-value/2014/11/need-cfo/ Martha Heller]</ref>
 === References ===
 <references/>

← Older revision		Revision as of 17:44, 30 August 2021
Line 1:		Line 1:
−	'''CFO of IT''' establishes the framework for managing IT-related investments and fund innovations that deliver competitive advantage. The CFO of IT role builds upon the foundational practices of accounting and expense management — what we call the Technology Controller and Cost Optimizer roles — to drive the greatest returns, improve business alignment and accelerate change for their enterprises. The CFO of IT — or whatever the title of the executive who leads the business management of IT — is not just a financial leader; he or she often is essential to the success of the technology organization and the business that depends on exceptional technologies and innovations. An effective CFO of IT (or the equivalent) fulfills at least five different roles, as described by the Competency Model below. <ref>What is CFO of IT [https://community.tbmcouncil.org/HigherLogic/System/DownloadDocumentFile.ashx?DocumentFileKey=d5002138-ee7e-44f3-9d20-55d23ed7bd1e&forceDialog=0]</ref>	+	'''CFO of IT''' establishes the framework for managing IT-related investments and fund innovations that deliver competitive advantage. The CFO of IT role builds upon the foundational practices of accounting and expense management — what we call the Technology Controller and Cost Optimizer roles — to drive the greatest returns, improve business alignment and accelerate change for their enterprises. The CFO of IT — or whatever the title of the executive who leads the business management of IT — is not just a financial leader; he or she often is essential to the success of the technology organization and the business that depends on exceptional technologies and innovations. An effective CFO of IT (or the equivalent) fulfills at least five different roles, as described by the Competency Model below. <ref>What is CFO of IT [https://community.tbmcouncil.org/HigherLogic/System/DownloadDocumentFile.ashx?DocumentFileKey=d5002138-ee7e-44f3-9d20-55d23ed7bd1e&forceDialog=0 TBM Council]</ref>

@@ Line 2: / Line 2: @@
-[[File:cfo-of-it.png|400px|CFO of IT Competency Model]]<br />
+[[File:cfo-of-it.png|500px|CFO of IT Competency Model]]<br />
 source: TBM Council
 A strong CFO of IT will do more than manage the IT budget. S/he will also direct the strategic and operational financial planning processes for the IT organization, create a better understanding among the executive team of the intricacies of IT cost structures and investment strategies, develop a solid approach to communicating the IT financial picture to the entire business community and educate business partners about the cost and value of IT.

← Older revision		Revision as of 16:37, 30 August 2021
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−	== What is CFO of IT? ==	+	'''CFO of IT''' establishes the framework for managing IT-related investments and fund innovations that deliver competitive advantage. The CFO of IT role builds upon the foundational practices of accounting and expense management — what we call the Technology Controller and Cost Optimizer roles — to drive the greatest returns, improve business alignment and accelerate change for their enterprises. The CFO of IT — or whatever the title of the executive who leads the business management of IT — is not just a financial leader; he or she often is essential to the success of the technology organization and the business that depends on exceptional technologies and innovations. An effective CFO of IT (or the equivalent) fulfills at least five different roles, as described by the Competency Model below. <ref>What is CFO of IT [https://community.tbmcouncil.org/HigherLogic/System/DownloadDocumentFile.ashx?DocumentFileKey=d5002138-ee7e-44f3-9d20-55d23ed7bd1e&forceDialog=0]</ref>

−	CFO of IT establishes the framework for managing IT-related investments and fund innovations that deliver competitive advantage. The CFO of IT role builds upon the foundational practices of accounting and expense management — what we call the Technology Controller and Cost Optimizer roles — to drive the greatest returns, improve business alignment and accelerate change for their enterprises. The CFO of IT — or whatever the title of the executive who leads the business management of IT — is not just a financial leader; he or she often is essential to the success of the technology organization and the business that depends on exceptional technologies and innovations. An effective CFO of IT (or the equivalent) fulfills at least five different roles, as described by updated the
−	~~Competency Model below. <ref>[https://community.tbmcouncil.org/HigherLogic/System/DownloadDocumentFile.ashx?DocumentFileKey=d5002138-ee7e-44f3-9d20-55d23ed7bd1e&forceDialog=0]</ref>~~

−	[[File:cfo-of-it.png\|400px\|CFO of IT Competency Model]]	+	[[File:cfo-of-it.png\|400px\|CFO of IT Competency Model]]<br />
		+	source: TBM Council
		+
		+
		+	A strong CFO of IT will do more than manage the IT budget. S/he will also direct the strategic and operational financial planning processes for the IT organization, create a better understanding among the executive team of the intricacies of IT cost structures and investment strategies, develop a solid approach to communicating the IT financial picture to the entire business community and educate business partners about the cost and value of IT.
		+
		+	While “IT finance” is the focal point of the CFO of IT, many of these executives play additional roles. With their ability to dissect the financial picture of large vendor contracts, some CFOs of IT function as head of the vendor management office. Likewise, when it’s time to upgrade finance systems, the CFO of IT is often asked to lead that program.<ref>What are the roles and responsibilities of CFO of IT? [https://www.cfo.com/it-value/2014/11/need-cfo/ Martha Heller]</ref>
		+
		+
		+
		+
		+	=== References ===
		+	<references/>

← Older revision		Revision as of 15:08, 30 August 2021
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		+	== What is CFO of IT? ==
		+
		+	CFO of IT establishes the framework for managing IT-related investments and fund innovations that deliver competitive advantage. The CFO of IT role builds upon the foundational practices of accounting and expense management — what we call the Technology Controller and Cost Optimizer roles — to drive the greatest returns, improve business alignment and accelerate change for their enterprises. The CFO of IT — or whatever the title of the executive who leads the business management of IT — is not just a financial leader; he or she often is essential to the success of the technology organization and the business that depends on exceptional technologies and innovations. An effective CFO of IT (or the equivalent) fulfills at least five different roles, as described by updated the
		+	Competency Model below. <ref>[https://community.tbmcouncil.org/HigherLogic/System/DownloadDocumentFile.ashx?DocumentFileKey=d5002138-ee7e-44f3-9d20-55d23ed7bd1e&forceDialog=0]</ref>
		+
	[[File:cfo-of-it.png\|400px\|CFO of IT Competency Model]]		[[File:cfo-of-it.png\|400px\|CFO of IT Competency Model]]