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Contributors: Jim Phelps, Rupert Berk, Piet Niederhausen, Ray Polakovic

(Version) published (Date)

Strategy Statement: (Very brief description of how outcomes will be achieved)


v3, p 

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.

Within UW-IT, fragmented teams duplicate work ....

(EAA-15) Support and continue to grow the UW-IT strategy management practice.

UW-IT strategy is clear to teams within the organization and to external stakeholders.

UW-IT decision-making is easier for teams.

 (EAA-6) Facilitate the Service Management Board.UW-IT can demonstrate to stakeholders that IT investments better align with expressed needs. Large transformational projects require discipline and practices with which UW has little experience.

(EAA-16) Provide business and data architecture support to the discovery phase of the Finance Transformation program.

(EAA-320) Facilitate definition of governance processes for the Integrated Service Center.

(EAA-62) Facilitate design and configuration of the knowledge base for the Integrated Service Center.

(P) Implementation of a UW-wide application registry.

 Need for cost savings drives demand for better information and methods for decision-making.

(EAA-18) Improve access to EA resources such as reference architectures and methods.

(EAA-55) Facilitate restarting the UW Data Management Committee.

(P) Implementation of a UW-wide application registry.

(P) Create a platform for data governance and/or source-target mapping and/or reference data management.

(F) Grow architecture governance and the use of reference architectures.

(F) Offer an EA training curriculum in architecture methods and concepts.

IT projects are more effective as a result of improved architecture guidance from governance processes and the application of reference architectures.

Teams and projects are more effective as a result of applying architecture methods and concepts.

Risk management??  Need for cost savings drives demand for improved process and operations.


 Shifts in higher education demand readiness on the part of the UW.

(F) Grow EA outreach and strengthen relationships with leaders.

(F) Improve published EA communication materials for our sponsors, partners, and customers.

The EA team receives more guidance from others to make its work more effective for the UW.

EA coordination with sponsors, partners, and customers is improved as a result of better updates about the EA teams work.

More projects that demand and deserve EA attention than EA resources.

(C) Improve EA internal work management and document management practices.


The EA team is more effective for our customers as a result of more consistent document management, customer communication, and issue tracking.

Increase in scope and types of EA engagements demand better and more consistent engagements.

Improve EA engagement management.

EA engagements are more effective for our customers as a result of more focused EA engagements with better defined roles and deliverables.

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) Support UW-IT's ITF program for UW Finance Transformation.

(Current) Facilitate development and governance of guardrails for Workday (UWFT and HRP).

(Current) Lead development of cloud reference architecture.

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

(Current) Facilitate development of Bothell online learning strategy.

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 service definition for IT Sourcing, Research Computing, and Cloud Enablement.

(Current) Facilitate development of student experience approach to Student systems.

(Future) Promote container and cloud best practices through training and pilots of shared services.

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

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

(Current) Continue to mature the EA practice including outreach, training, and improved capabilities.

(Current) Convene practitioners across change disciplines to develop shared resources for project success.

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

(Current) Coordinate across UW-IT ITF and UWFT.

(Current) Coordinate data integrations between UW-IT services and Advancement CRM.

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.

Need for and complexity of architecture is growing across higher education nationally.

(Current) Lead various national organizations including Itana working groups of EDUCAUSE.

Increased national and global visibility of UW and peer learning

Increase maturity of architecture practices across higher education.

Increase UW's reputation and ability to recruit into architecture roles.

Learn from peer institutions' experiences.

ContributorsJim Phelps, Rupert Berk, Jacob Morris, Piet Niederhausen