Contributors: Jim Phelps, Rupert Berk, Piet Niederhausen, Ray Polakovic
(Version) published (Date)
Strategy Statement: (Very brief description of how outcomes will be achieved)Vision: (Very brief description of the future state) | ||
|---|---|---|
| Drivers | Initiatives | Outcomes |
| 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. | SMB stakeholders use EA tools to 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. |
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| 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. |