EA @ CSU
2006 Resources & Strategy
2006
• A balancing act to survive
Promote what we
do & our outputs
Understand what
we need to do
Do Stuff /
Get results
Stakeholder Model
DIT Stakeholder Segmentation – Feb 2006
Customers
The Organisation
Strategic Importance
Students & Staff
(end users)
Organisational units that
facilitate CSU processes
Research
Learning & Teaching
Partnerships
Community
Source
Other Info Sources
DIT
Products, Services,
Information exchanges
between all
Relationship Expectations
between all
Governance
(internal / external)
Vendors / Suppliers
(internal / external)
Process Model
Core 1: Support Users
Understand
Services &
Infrastructure
Provided
Provide
Service Desk
Manage
Requests
Manage
Incidents &
Problems
Core 2: Provide & Maintain Infrastructure & Services
Determine
Requirements
Develop
Solutions
Build Services
Maintain &
Improve
Services
(Change,
Release, Config
mgmt)
Retire /
Replace
Services
Optimise
Models &
Advice
Retire /
Replace
Models
Understand
the Enterprise
& Technology
Current
Core 3: Provide Advice & Strategy
Future
Research Ideas
& Determine
Requirements
Develop
Models,
Standards &
Information
Provide Advice,
Strategy &
Education
Maintain
Relationships
Org Model
Executive
Director
Project Management
Architecture
and
Liaison
Operations
Records Management
Customer
Services
The Team
• Architects (4)
– Infrastructure (What it sits on)
– Integration (How it’s shared)
– Application (How we build it)
– Information (What goes on/in it)
The Team
• Liaison (1)
– Teaching & Learning
– Community
– Research
– Business
• Director (herd the tanks)
• Lauren (the real boss)
The Team
• Others for WPI (3)
– Contract Process Analyst
– Contract BA
– Trainee BA
Liaison
• Architecture is two way
• Gathering intelligence, getting feedback
• Educating, explaining, communicating
back
• >>> Liaison Role
Architecture Vs Liaison
Focus
Architect
Liaison
1
Architecture
Liaison
2
Liaison
Architecture
Pre Strategy
• Independently, the team all worried about the same things
•
•
•
•
•
What is architecture?
Education of what we do, why, how we’ve helped
Be seen as professional, valued, made a difference
It’s a big job
Consistent advice based on a quality models
• We don’t sit in a room pulling ideas from the sky
– we coordinate and facilitate the brains in the
business and the IT division
A&L Customers
• CSU
• IT Operations
Strategy 2006
• Don’t build architecture for architecture’s
sake - prioritise it for best benefit
• So trap what’s going on – CSU & Industry
• Put them on the table and weigh up
common, best benefits > ALIGN
• … then do something about it
Internal Positives @ month 2
• Team interaction and perspectives > light bulbs
coming on > real and obvious multi-disciplinary
benefits > Passion
• Greater understanding amongst team of
architecture really is
• Realisation that liaison and architecture are
intrinsically linked
• Early models and roadmaps being developed
• We are experiencing pain where we guessed
First Alignment Experience
Core 1: Support Users
Understand
Services &
Infrastructure
Provided
Provide
Service Desk
Manage
Requests
Manage
Incidents &
Problems
Core 2: Provide & Maintain Infrastructure & Services
Determine
Requirements
Develop
Solutions
Build Services
Maintain &
Improve
Services
(Change,
Release, Config
mgmt)
Retire /
Replace
Services
Optimise
Models &
Advice
Retire /
Replace
Models
Understand
the Enterprise
& Technology
Current
Core 3: Provide Advice & Strategy
Future
Research Ideas
& Determine
Requirements
Develop
Models,
Standards &
Information
Provide Advice,
Strategy &
Education
Maintain
Relationships
Understand the
Enterprise &
Technology
Scan Environment
Develop ‘What’s Going
on List’
Extract Themes
Core 3: Provide Advice & Strategy
Determine Actions /
Priorities
Confirm Alignment
Communicate
Research Ideas
& Determine
Requirements
Develop
Models,
Standards &
Information
Provide Advice,
Strategy &
Education
Optimise
Models &
Advice
Retire /
Replace
Models
Understand the
Enterprise &
Technology
Scan Environment
Develop ‘What’s Going
on List’
Extract Themes
Determine Actions /
Priorities
Confirm Alignment
Communicate
This is going on & where its
headed
So we should do these things
Because …
So “heads up everyone”
The List
• 300 things that are going on that we’ve got
to do something with / worry about
Approved projects, un-approved projects, unsuccessful
project bids, interviews, committee decisions, working
party outputs, rumours, innuendo, strategic plans,
vendors, sector, technology trends, …
The List
•
•
•
•
Explains why people are busy
Exposes prioritisation process
Of great interest to many
Out of date, never ends
Understand the
Enterprise &
Technology
Scan Environment
Develop ‘What’s Going
on List’
This is going on & where its headed
Extract Themes
Determine Actions /
Priorities
So we should do these things
Confirm Alignment
Because …
Communicate
So “heads up everyone” & “let us explain”
1 ----2 ----3 ----4 ----5 ----6 ----7 ----8 -----
STRATEGY
LIST
THEMES
ACTIONS
The Junee Protocol (Actions)
1. Critical Technology roadmaps [ITOps]
2. Data governance & App Integration [Bus, ITOps]
3. Assist with infras projects underway [ITOps]
4. IDM [Bus, ITOps]
5. Assist legacy paths [ITOps]
6. App Rational’n / Portfolio Mgmt [Bus / ITOps]
7. Stds to assist operations [ITOps, Bus]
8. Collaboration roadmaps [Bus]
• “When” [Bus]
The Alignment Process
• Green & relatively insular
• Relies on the Division’s ability to communicate
with the business
• Alignment becomes much clearer / relational
• But presumes CSU initiatives are a
manifestation of CSU Strategy – not in a position
nor enough evidence or models to influence
Current Fronts
What
How
Where
Who
When
Why
University
IT


Assets / Things
Data
Process
Code S/W Applications

Location
Technology, H/W, N/W

Org / Stakeholders
Roles

Key Dates / Cycles
Events
-
Strategy / Legislation
Business Rules
Measurements
Complexity
Data flows
Data Centre Models
Portfolio
Known Issues
Data
Process review list
Strategic
Snapshots
A&L Survey
Understanding
No Off or % Time spent with business
Blinders
Issues hitting ITOps not heard of before
2006
• A balancing act to survive
Promote what we
do & our outputs
Understand what
we need to do
Do Stuff /
Get results
More
presentations
today &
tomorrow
Do Stuff
• Today – predominantly Data & Process
• But you can talk to my team about …
•
•
•
•
•
•
•
•
•
VOIP
Data centre roadmaps
Server replacement
n-tier
J2EE
AREN
Middleware / Integration
Project technology stds
Early SOA & BPM
• IDM direction
• Security
• Project EIS [Enterprise Impact
Statements]
•
•
•
•
•
Online Learning Env
Innovation issues
Collaboration strategy
Digital Object Rep
“CSU | When” (Central
Events)