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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)

Vision: (Very brief description of the future state)

DriversInitiativesOutcomes
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.

Finance Transformation and future projects execute more quickly because they start from an up-to-date base of information about applications at the UW.

HRP transitions to post go-live more smoothly as a result of clear governance and well-designed knowledge base.

Within UW-IT, size and complexity of the organization drives need for strategic clarity.

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

(P) Implement EA Tool.

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

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 to help them guide changes in the UW-IT service portfolio.

UW-IT teams are better aligned with each other as a result of communication about strategy.

UW-IT portfolio management is more effective because teams are working from one shared set of data about applications and the business processes.

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

(EAA-6) Facilitate the Service Management Board.

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

(P) Implement EA Tool.

 

SMB uses EA tools to better align the IT service portfolio with expressed needs.

Need for cost efficiency demands better reuse of expertise among technical teams within UW-IT.

Need for cost savings drives demand for improved process and operations.

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

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

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

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

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

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

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

(F) Refine and promote EA scorecard for self-assessment of initiatives.

Expertise is more available to project teams when needed.

Decision-makers better understand the architectural impacts of decisions.

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

IT projects are more effective as a result of improved architecture guidance from governance processes.

Technical debt within IT services is reduced, and more IT services are turned off.

Increasing demand for timely, accurate, and appropriate business data for decision-making.

(C) Implement enterprise integration platform.

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

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

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.

 

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