Page tree
Skip to end of metadata
Go to start of metadata

You are viewing an old version of this page. View the current version.

Compare with Current View Page History

« Previous Version 42 Next »

This version is a DRAFT (v0.9).

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

Strategy Statement: By driving common and effective architecture and strategy practices, the EA business service seeks to increase the effectiveness of business 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 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.

DriversInitiativesOutcomes

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.

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

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

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

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

Increased effectiveness of business transformation initiatives

EA reference architectures and embedded EA support help 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 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) Support and continue to grow the UW-IT strategy management practice (see EAA-15).

(Current) Facilitate the Service Management Board (see EAA-6).

(Proposed) Drive continuous governance improvement and maturity 

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

(Future) Implement EA Tool.

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.

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

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

(Current) 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.

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

Improved efficiency of IT operations and project execution

As a result of 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.

(Current) Implement enterprise integration platform.

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

(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.

 

 

 

  • No labels