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v2.2, published 2/15/2019

Strategy Statement: By driving common and effective architecture and strategy practices, the EA business service seeks to increase the effectiveness of transformation initiatives, increase the agility and impact of IT planning and investment, improve the efficiency of IT operations and project execution, and enable data-driven decision-making.

Vision: Business and IT work closely together to define and execute the most effective strategy to transform UW for the future. UW stops services that are no longer effective, reduce both business debt (bad processes, etc) and technical debt and build a culture and practice of data-driven decision making.

DriversInitiativesOutcomes

Transformational projects require new models and practices to effect many levels of organizational maturity and deep cultural change in order to mitigate years (if not decades) of business and technical debt.

Digital transformation is driving needs for new skills and competencies in the IT workforce.

(Current) Architect UW-IT readiness for the Finance Transformation program.

(Current) Lead development of DevOps practices and related reference architectures in UW-IT.

Increased effectiveness of business transformation initiatives

EA support for transformational projects, such as Finance Transformation, start with the right scope, have the right roles and skills, include enterprise requirements, identify the right stakeholders and governance, and understand the business and technical debt that need to be addressed.

UW-IT is better prepared for transformation programs and new business needs as digital transformation matures.

UW-IT needs to constantly evaluate and realign its service offerings due to rapid changes in technology.

Communication and collaboration barriers resulting from growth along with a complex business landscape drives need for strategic clarity both across UW-IT and with our campus partners.

(Current) Facilitate creation of UW-IT strategic vision for Provost and to align internal strategies.

(Current) Establish ongoing process management to mature Service Portfolio Management and Service Design Coordination.

(Current) Architect future state for UW-IT's Business Continuity/Disaster Recovery processes and tools.

(Current) Facilitate service definition for IT Sourcing, Research Computing, and Cloud Enablement.

(Future) Assess Student business capabilities and systems landscape.

Increased agility and impact IT planning and investment

As a result of communication about UW-IT strategy, teams within UW-IT are better aligned and external stakeholders have information that can better inform their own roadmaps.

UW-IT decision-making and escalation are easier for teams, leading to better-informed and faster decisions.

UW leaders and governance groups have better information (e.g. through SoaPs) to help them better align the IT service portfolio with expressed needs and available resources. With this better information, more IT services are turned off to enable service enhancements.

Need for cost savings and efficiency drives demand for better reuse of expertise among technical teams, improved processes, reduction of business and technical debt, and better information for decision-making.

(Current) Update EA practice charge and capabilities.

(Current) Lead the Communities of Practice for Embedded Architects and for Business Analysis.

(Current) Drive UW-IT process improvement in Service Portfolio Management and Service Design Coordination.

(Current) Facilitate development of strategies and roadmap for enterprise data platform services.

(Future) Refine and promote EA principles, scorecard, and other tools for self-assessment of initiatives.

Improved efficiency of IT operations and project execution

As a result of EA practice communities, reference architectures, and teaching of architecture methods, expertise is more available to project teams when needed, and projects are consequently more effective.

EA reference architectures and embedded support help decision-makers better understand the architectural impacts of decisions.

Architecture guidance to governance processes results in more effective IT projects.

EA reference architectures and analysis highlight technical and business debt and identify opportunities to improve IT services.

Business and IT need to collaborate both across their domains and within their domains in order to move quickly, take advantage of opportunities (both business and technical) and improve decision making.

(Current) Architect and support UW-IT Readiness planning for UWFT.

(Current) Participate in UWFT planning and governance, including alignment with UW Medicine.


Enable stronger IT-business relationships

Improved alignment between IT and business strategies and roadmaps based on stronger collaboration between business and IT teams.

Improved outcomes for major business transformation projects that UW-IT is a partner in.

Improved alignment, communication channels and requirements management between UW-IT and FT.

UW-IT is continuously improving its own internal operations and its campus-facing services.

(Current) Support UW-IT's replacement of its financial management tools (ITF1 project).

(Current) Support of redesign of the Service Catalog

(Current) Provide Architecture Support for HRP Legacy Data Archive

Structure projects for success and greatest impact and strategic alignment

Improve project outcomes and alignment.

ContributorsJim Phelps, Rupert Berk, Jacob Morris, Piet Niederhausen