EAQUT the journey continues

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EA_at_QUTthe journey continues

• Presented by
• Ian McDonald
• Graham Keys

University of Canberra November 2007
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The Context

• Last time we spoke
• What has changed
• Benefits realised thus far
• Next steps
• Questions

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Who are we?
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EA_at_QUT

• A frame of mind/organisational culture which
  approaches the business/IT relationship with
  design, organisation and governance Neil
  Thelander, Oct 2007
• How you structure and support the governance
  process to enable smart choices to be made that
  assist the business not hinder it, although you
  cannot avoid all pain Darryl Sim, Nov 2007
• It is our choices .. that show what we truly
  are, far more than our abilities J.K Rowling,
  Harry Potter and the Chamber of Secrets, 1999
• EA how much we do of it and how to measure the
  return is the challenge

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EA_at_QUT Last time we spoke

• Architecture components
• IT Governance framework people, processes and
  decisions
• High level view of EA relationships
• Business, application, information, technology
• Documentation that captured the basics not well
  linked top level plans, systems register,
  roadmaps
• IT leadership group to support agreed processes
  and link people
• Strong project management asset management
• Governance ensures some reference to use of
  standards and contributions to change of the EA
• Some control over duplication

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EA_at_QUT Last time we spoke

• Better to have one than not
• Helps with
• resolving ambiguity, fuzziness, or in some cases
  a complete absence of a known description of the
  main elements in an Enterprise's IT environment
• aligning the IT strategy with business strategy
• ensuring this alignment is understood and mapped
  into the enterprise
• getting architects, business managers, IT
  professionals on same page
• the identification of the relationships and
  communication links internal and external
• Speed of moving the organisation into new markets
• identifying ways of measuring the benefits hard
  to do how to reap benefits?

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Enterprise Architecture
Teaching and learning
Research
Administration
Business strategy, governance, organisational
structures and business processes
The structure of the organisations logical and
physical information assets, information
management resources
Individual applications to be deployed, their
interactions and relationships to support
business outcomes
Software, hardware and network infrastructure
necessary to support the application systems and
databases
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Framework for Managing Technology Adoption
Gartner "Hype Cycle"
Adopting IT at Different Stages of Maturity
ChaoticSandpit
HealthyHothouse
DisciplinedEngine Room
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Adopting IT at Different Stages of Maturity
ChaoticSandpit
HealthyHothouse
DisciplinedEngine Room
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Designing the SolutionInferred From Current
Architectural Principles
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EA_at_QUT What has changed

• BUSINESS TRANSFORMATION OBJECTIVE

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EA_at_QUT What has changed

• Governance
• ITS restructure to better reflect alignment with
  change
• Reorganised 1st level IT support as a centralised
  integrated support desk ITIL influence - IHS
• Look at infrastructure network, security,
  central host and bring together under one
  structure
• Centralise application development into an
  enterprise information services section
• Implement ITSM application which is ITIL
  compliant incidences, problems, configuration
  management, change control, etc and people with
  these roles
• Commence the establishment of service catalogue
• More activities to better define processes and do
  something about it ie., capture more of this
• Integration architecture - SOA

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IT Governance Overview
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New Model IT Governance
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EA_at_QUT What has changed
IT Vision and Strategy
Business roadmaps
Application development framework
Service management framework
IBM developerWorks, Mamdouh Ibrahim,
http//www.ibm.com/developerworks/library/ws-soa-e
nterprise1/index.html
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EA_at_QUT What has changed

• Business
• Emphasis on capturing business processes
• Opportunity of new student system has as part of
  process-people-technology focus introduced
  discipline
• Organisation is struggling
• New student system a trigger for greater BP focus
• Capture using Visio tool
• Have acquired BPA as part of move to SOA and
  greater utilisation of process streamlining to
  automate where appropriate and reuse processes
• Eg, progressive assessment course and unit
  approval and Use of student lifecycle, staff
  lifecycle as models to assist define key processes

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EA_at_QUT What has changed

• Application
• Standardised on application lifecycle
• Recognition by IT/business that innovation
  requires a staged and more JIT solution Vs risk
• Capture as part of corporate systems register
• Reorganisation of CIS to better support
• Have documented application development
  methodology
• Introduction of .Net technology as transformation
  of application EA blend of IT to suit purpose

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EA_at_QUT What has changed

• Information
• Establishment of Information Advisory Group as
  part of governance approach
• Establishment of data custodians to
• ensure that their data source is the recognised
  authoritative source
• manage data quality processes and ensure that all
  evolving stakeholder needs are met
• be responsible for the oversight of access
  rights, and for ensuring that consumers of the
  data are informed about it
• Improved focus on data architecture standards and
  address issues on records management, QUT Web
  Information
• Improved information about QUT's research
  programs and outcomes, QUT's teaching and
  learning programs and outcomes and about QUTs
  international and outreach programs

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EA_at_QUT What has changed

• Technical
• Acceptance on a broader blend of IT hardware,
  database, applications that will reshape EA
• Greater embedding of the IT supporting a
  collaborative environment Wikis, Bloggs
• Heightened awareness of innovation and new IT
  virtual communities SecondLife
• Moving from same to single to federated
  authentication open source
• New integration framework - SOA

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Benefits - CIO Perspective

• Value of enterprise architecture from the
  stakeholder's perspective 
• coherence, or at least the appearance of it - we
  feel the need to connect all the dots. A kind of
  unified field theory for QUT. Our plans,
  policies, people, projects and services should
  all be connected. EA becomes a kind of map to our
  corporate  ecosystem and an aid to travellers
  therein
• Benefits has EA_at_QUT already returned to QUT  
• shared understanding as a prerequisite to shared
  behaviour. The more we share the map the less we
  collide, the more we move together. Our latest
  governance reforms come from this.

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Benefits - CIO Perspective

• What characterises our enterprise architecture
  journey thus far 
• focus on the people first, then the process as it
  helps the people - and not to wallpaper with
  wiring diagrams and then the portfolio
  of investments in projects and services to
  advance us
• What should be a balance in the EA inputs versus
  tangible benefits equation 
• the faith of key actors that their efforts are
  returning greater benefits, not just to
  themselves but to the community.
• What should be the minimal balance between IT and
  business roles in enterprise architecture 
• business must lead in reforming its processes -
  we have this right in admin. In research and
  academia generally (and with many notable
  exceptions) we have unsustainable ignorance in
  their role is getting value from IT 

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Next Steps
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Next Steps

• Use framework to capture in a more rigorous way
  the As-Is
• Lightweight set of detail to identify To-Be and
  gaps and ensure we are managing the change and
  the transparency is communicated widely to
  business and IT
• More awareness raising IT leaders and business
  leaders
• Leverage from major system implementations
• Keep doing what we are doing and review

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• Questions ?