New Business Architecture
Steering Committee Meeting
Planning Update
September 13, 2001
Agenda
Time
Topic
Desired Outcome
10:00-10:05
Agenda review
Confirm objectives for meeting
10:05-10:25
Implementation
Strategy
Agreement on strategy to initiate implementation of
NBA and confirmed understanding of an enterprise
portal
10:25-10:45
Organizational
Approach to
Implementation
Review key components of project team and
suggested team organization
10:45- 10:55
Lessons Learned
Understand lessons learned from similar initiatives
10:50-11:00
Next Steps
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Meeting Objectives
•
Review general themes from the interviews
•
Confirm overall approach to implementing the NBA initiative at
Davis
•
Understand the components of a project team approach to the NBA
•
Review lessons learned
•
Confirm next steps
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Themes from Interviews
• Overall support for the creation of a single enterprise portal will provide a unified
front end to UCDavis information and systems for everyone with business or
activities to conduct with UCDavis.
• Request for a completely user-centered environment offering a wide array of
services which will develop life-long campus citizens of UCDavis. This includes
prospective students (and parents), students, faculty, staff, and alumni.
• Recognition that an enterprise portal will afford UCDavis the opportunity to
transform key business processes and policies through the use of technology to
improve service to customers. Business process redesign is critical to the
creation of these services.
• Consensus from the interviews indicated the need and desire to establish
technology infrastructure standards such as “single-sign-on” and common data
architecture.
• Successful implementation requires common goals, campus-wide coordination,
devoted resources, and the gradual introduction of change.
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NBA Implementation Strategy
Based on issues identified during the interviews, the NBA initiative at
UC Davis should begin with the Business Portal -- by transforming the
current MyUCDavis into an enterprise portal.
•
MyUCDavis was initiated as a portal designed primarily to serve the
needs of students and faculty. Its transformation into an enterprise portal
will entail further development into a multifunctional, personalized work
environment for all campus users – students, faculty, staff, alumni -- that
can be accessed any time, from any place. It provides:
– A framework to integrate and deliver the functionality of many formerly
separate information management systems/applications;
– Information management capabilities tailored to support the needs of
specific individuals and groups who are participating in work processes or
communities;
– A singular access point for transactions and information; and
– An extensible framework for enterprise information source/application
integration.
•
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The benefit of an enterprise portal is that it creates one environment, eculture, mind share, and new way of working.
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Enterprise Portal from a Functional Perspective
UC Davis Intranet
Major Administrative
Systems
Middleware
Services
Access
•
•
•
•
•
Students
Faculty
Staff
Alumni
Prospective Students
•
•
•
•
MyUCDavis
Portal
Authentication
Authorization
Security Infrastructure
Enterprise Directory
and Services
•
•
•
•
•
•
•
Web-based
Functions
• User Interface Standards
− Look and feel
− Navigation
• Ease of Use
• Personalization
• Customization
• Secure
• More
•
•
•
•
•
Email
Search Engine
SIS Web
Benefits
Others
PPS and HRIS
DaFIS
Student IS
AIS
Research IS
Library IS
Many Others
Campus Data &
Information
Data Warehouses
External Functional
Applications
•
•
•
•
Financial Management
News
Weather
Others
Content &
Knowledge
Sources
Global Internet
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NBA Implementation Strategy
Beginning with this approach provides an opportunity to:
• Leverage the successful work already begun on MyUCDavis and
transform it into an enterprise portal
• Demonstrate progress to the community in a unified and modular
fashion
• Integrate several of the NBA and campus strategies. For example,
Select NBA Tasks
Select Campus Strategies
• Streamline the hiring process
• Restructuring DaFIS and PPS training
• Customize training approaches
• Facilities realignment
• Redesign key business processes
• Workflow between HR and Payroll
• Identify self-service applications
• Migrate DaFIS to MYUCDavis
• Adopt industry technology architectures and
standards
• Research administration module
• Embed Controls and related policies into
business processes and systems
• Enterprise directory
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NBA Implementation Strategy
Transforming MYUCDavis into an enterprise portal is a complex
undertaking involving more than just technology. A project of this nature
involves rethinking processes, policies and obvious cultural change.
•
To ensure the long term success and viability of this initiative, the
campus should organize an integrated project team to first answer the
following questions:
– Which processes and policies are priorities for transacting business on
MYUCDavis? Which should be self service?
– What architecture, technologies standards are required to support
these needs?
– What existing web content should be integrated to MYUCDavis?
– How should participation and communications be managed on the
campus?
•
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The following pages illustrate the proposed project team structure to
organize the campus NBA initiative.
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Proposed Structure for NBA Initiative
NBA Steering Committee
• Provide leadership,
support and direction to
project manager
• Review overall scope and
project plan
• Prioritize portal
functionality development
projects
• Review progress at major
milestones
• Recommend investments
and allocate resources
NBA Implementation Workgroup
(previously Oversight Committee)
NBA Project Manager
Business Process
Team
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Technology Development
Team
9
• Provide overall sponsorship
• Confirm overall scope and
project plan
• Review progress at formal
approval points and address
any issues
• Approve the recommended
action plan Approve budget
and resources
• Manage the project on a dayto-day basis -- coordinate,
communicate and facilitate all
activities and resources
• Draft/manage project plan and
budget
• Review project deliverables
• Identify additional resources,
as appropriate
• Act as main liaison between
project teams
• Analyze and take action to
mitigate project risk
Change Management
Team
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Proposed Structure for NBA Initiative (cont’d)
NBA Project Manager
Business Process
Team
•
•
•
•
Identify business processes,
assess needs, and determine
priorities
Redesign processes, policies
and procedures
Identify desired portal
functionality
Identify, develop required
workflows
Technology Development
Team
•
•
•
•
•
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Implement desired
functionality
Assess current MyUCDavis
environment (performance,
etc.)
Evaluate the technical
feasibility of functional
requirements
Develop overall systems and
data architecture (e.g., XML,
IMS, etc)
Implement middleware
functionality (e.g. Enterprise
Dir.)
10
Change Management
Team




Lead stakeholder
management,
communications, and
training
Understand impact of
new systems to current
processes, organization
and culture
Actively manage change
process to help gain
maximum benefit of new
technology
Implement feedback
mechanisms
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Proposed Structure for NBA Initiative (cont’d)
•
•
•
•
•
•
Identify business processes,
assess needs, and
determine priorities
Redesign processes,
policies and procedures
Identify desired portal
functionality
Identify, develop required
workflows
•
NBA Project Manager
•
•
Implement desired functionality
Assess current MyUCDavis environment
(performance, etc.)
Evaluate the technical feasibility of
functional requirements
Develop overall systems and data
architecture (e.g., XML, IMS, etc)
Implement middleware functionality (e.g.
Enterprise Dir.)
Integrated Team
Business Needs
1
Business Process Team
2
Technology Development Team
Technical Tools
Training and Support
3
Change Management Team




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Lead stakeholder management, communications, and training
Understand impact of new systems to current processes, organization
and culture
Ensure maximum benefit is realized from the change
Implement feedback mechanisms
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Characteristics of Project Team Organization
The overall goal of the New Business Architecture strategy is
transformation. To drive this type of change requires building a project
team with a cross representation of campus faculty, management and
staff whom have demonstrated the following attributes:
• Proven ability to think objectively and “out of the box”
• Proven ability to challenge traditional methods of conducting business
• Strategic thinking with institutional perspective
• Willingness to take risk and support change
• Leadership
• Good communication skills
• Team player
• Committed to overall goals and the success of the project
• Energetic
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Lessons Learned
• Transformation projects are complex - - do not underestimate the
importance of:
−
−
−
−
Project governance and team integration
Experienced project management
Stakeholder management and communications
A well planned and managed budget
• Technology is 25% of the solution…organization and process changes
are needed to meet project objectives
• Collaboration is essential between business partners, technologists
and users
• Build rapid prototyping into project approach to demonstrate progress
• Build a project plan that phases in functionality from high impact areas
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Next Steps
• Gain agreement on moving forward with the NBA by transforming
MyUCDavis
• Finalize how the overall project team will be organized and staffed
• Define scope of initial activities for each sub project team
• Business Process
– Identification and evaluation of business processes and polices
– Prioritization for redesign
– Content/Document Management
• Technology Development
– Evaluation of MyUCDavis
– Systems architecture standards
– Middleware Architecture and Development
» Enterprise Directory and Person Registry
» Workflow Infrastructure
• Change Management
– Communications Planning (NBA Web site, etc.)
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