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This version v1.0 Where this sits: Level 1: Better IT Management / Level 2: Enterprise Architecture


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.

We stop

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.

Lack of an institutional repository of application information means that successive projects have to recreate (and pay again for) knowledge of the application landscape

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


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

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

(Current) Facilitate

definition of governance processes for the Integrated Service Center (see EAA-320

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


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

Lead development of cloud reference architecture.




Implementation of a UW-wide application registry.

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


reference architectures and embedded EA



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.


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

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

(Current) Facilitate

the Service Management Board (see EAA-6)

development of student experience approach to Student systems.


Proposed) Drive continuous governance improvement and maturity 

(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.


Provide frameworks, models, and tools to UW-IT initiatives (DevOps, EIP, CX) to assist with planning and design

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


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

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


Lead the Embedded Architects Community of Practice (see EAA-47).

(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.


Implement enterprise integration platform

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


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

Coordinate across UW-IT ITF and UWFT.


Planned) Create a platform for data governance and enterprise data management.

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.

ContributorsJim Phelps, Rupert Berk, Jacob Morris, Piet Niederhausen