This version v1.0 Where this sits: Level 1: Better IT Management / Level 2: Enterprise Architecture
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.
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.
Support UW-IT's ITF program for UW Finance Transformation.
development and governance of guardrails for Workday (UWFT and HRP).
Lead development of cloud reference architecture.
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
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.
A well-managed and up-to-date base of information about UW applications enables Finance Transformation and future projects to execute more quickly.
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.
Facilitate service definition for IT Sourcing, Research Computing, and Cloud Enablement.
development of student experience approach to Student systems.
(Proposed) Implementation of a UW-wide application registry.
(Future) Implement EA Tool.
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.
UW-IT portfolio management is more effective because teams are working from one shared set of data about applications and the business processes.
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.
Lead the Communities of Practice for Embedded Architects and for Business Analysis.
Facilitate development of strategies and roadmap for enterprise data platform services.
(Future) Grow architecture governance and the use of reference architectures.(Future) Offer an EA training curriculum in architecture methods and concepts
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.
UW leaders express an increasing demand for timely, accurate, and appropriate business data for decision-making.
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.
Participate in UWFT planning and governance, including alignment with UW Medicine.
Coordinate across UW-IT ITF and UWFT.
Enabled data-driven decision-making
Authoritative data dictionaries enable data consumer to more easily understand data meaning.
Data governance enables data consumers to more easily resolve disparities in data meaning.
Shared reference data, allowing for accurate data integration across diverse organizations across the university.
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.
Contributors: Jim Phelps, Rupert Berk, Jacob Morris, Piet Niederhausen