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UoNEnterpriseArchitecture2006-11-01-converted.pdf
November 2006
Enterprise Architecture Overview
November 2006 3
Our Areas of Interest
• Business – HE Functional Reference Models
• Platform Standards – Taxonomy
• Architecture Governance
• What other Universities are doing in this space
• Methods/Tools being used to achieve goals of EA
November 2006 4
Where we have come from
• Organisational change – 2005 restructure
• Legacy Technology unable to support the business going
forward
• Little or No standards / methodology
• No one overseeing the “bigger picture” across the organisation
• Decentralised IT
November 2006 5
Enterprise Architecture and UoN
• Very early stages
• Major business and systems change
▪ Organisation Restructure completed early 2006
▪ Centralised IT
▪ Program of Works (EPMO) within IT
▪ Formation of roles/groups (AAG, CAB, PoW, Change Office, IT Governance Committee)
• Introduction of Groups and Processes
▪ Start of ITIL implementation, Change Office (PMO), “formalised” Project Methodology and SDLC,
Architecture Governance, Standards
• Enterprise Architecture Consultant – “EA in a box”
▪ Light inventory across Business, Information, Applications, Technology
▪ Provided principals, some mapping between inventories, gap analysis
▪ Current Activities/Changes/Lack of Ownership made this difficult – “hitting a moving target”
▪ Tool - System Architect
November 2006 6
Enterprise Architecture and UoN
• 2006 Program of Works
▪ 50+ Projects with IT underpinning them
▪ Infrastructure (network, server consolidation, etc)
▪ Information Management (BI, ECMS)
▪ Business (HR, Finance, Research, Students, Facilities, etc)
▪ Teaching / Learning (Blackboard/LOMS, Academic Support)
▪ Operational (ID Mngt, Integration,adopt mainstream technology)
▪ Client Services (“17000” Centralised Service Desk, MOE, ITIL rollout)
▪ NUWays: Focussed on Business Process Improvement and EPMO
• Formed
▪ Change Office
▪ AAG – Architecture Advisory Group
▪ CAB – Change Advisory Board
▪ Project Portfolio’s – Program of Works
November 2006 7
Enterprise Architecture and UoN
• Currently only used by IT
▪ Covers PoW and operations
▪ Reaction to the amount of project work being undertaken, realisation for EA out of PoW
• AAG Membership
▪ Enterprise Applications
▪ Solutions Architect
▪ Infrastructure
▪ Security
▪ Data Services
▪ Client Services
▪ Web Group
▪ (Note: No Business Representation)
• Bottom up approach to EA – driven by IT
November 2006 8
Challenges Experienced
• Current IT Inventory = 100+ Main Applications
▪ ~65% in-house developed – mainly “gap fillers” around the enterprise applications
▪ Current upgrades will supersede some but still expected to be significant
▪ Mixed blend of technology:
➢ ERP, disparate systems
➢ old and new technology
➢ “islands of data” and “the spider web” of integration (point to point)
• Time / Resources / Size of Work for Enterprise Architecture
• Standards / Guidelines
• Expectations of Business and IT
• Implementation, Acceptance and Understanding of Enterprise
Architecture within IT
• Seen as a hold up for existing processes / projects
November 2006 9
Our Enterprise Architecture Framework
Information
Architecture
Application
Architecture
Business
Architecture
Technology Architecture
Business Model
• Business Direction
• Stakeholders
• Functions
• Information
• Data Model
• Information Flows
• Databases
• Applications
• Application Integration
• Application Technology
• Server Technology
• Network / Communications
• Platforms / Operating Systems
• Database Systems
• Security Technologies
• etc.
November 2006 10
Architecture Development Process
C u
rre n
t M o
d e
l
T 1
T 2
T a rg
e t M
o d
e l
Application Information
Technical
Business
Business Strategy
IT Strategy
Policies
Enterprise Architecture Principles
Technology Standards and Guidelines
Business and IT Strategies
ensure that architectures align
with business needs and priorities
Architecture layers provide
linkage between business models
and technical architecture
Principles give high level direction
to enable decision making
High-level context diagrams
present broader picture
Subject area models provide the
linkage between the global
context and projects
Detailed models describe the
subject matter at a project level
Standards and guidelines provide
specific direction on implementing
architectures
Transition Plans provide the
implementation “roadmap”
November 2006 11
UoN Service Delivery Model / Value Chain
Get New Business
Develop services
Get paid
INVOICE
STUDENTS
ATTRACT
STUDENTS
SCOPE
RESEARCH
PROJECT
Student DESIGN PROGRAM
Deliver services
TRANSFER
LEARNING
ASSESS
LEARNING
CONDUCT AND
PUBLISH
RESEARCH
Research
MARKET
RESEARCH
PROJECT
PROCESS
FUNDING
ENROL
STUDENTS
PROCESS
PAYMENT or
FUNDING VALIDATE
LEARNING
ADMIT
STUDENTS
FINANCE
MANAGEMENT
ACADEMIC
REGISTRAR
HR
MANAGEMENT
CORPORATE
INFORMATION
IT
MANAGEMENT LEGAL
COUNSEL
FACILITIES
MANAGEMENTS u
p p
o rt
s e rv
ic e s
GRADUATE
STUDIES
INTERNATIONALRESEARCH
SERVICES
MARKETING/
PUBLIC
RELATIONS
Research
outputs, papers
Degree
NUWAYS
Project
November 2006 12
Student Service Delivery Model
(2) exams: includes all forms of evaluation (lab, tutorial, course work)(1) learning includes: courses, lab, tutorial, placements
Get New Business
Develop services
Get paid
Deliver services
ATTRACT
STUDENTS
DESIGN
PROGRAM TRANSFER
LEARNING
ASSESS
LEARNING
ENROL
STUDENTS
INVOICE
STUDENTS
PROCESS
PAYMENT or
FUNDING
Identify new
program need
Evaluate
program
(program review)
Provide
scholarships
Set up/verify
Program
Set up/verify
courses
Set up/verify
timetable
(lectures)
Set up/verify
timetable
(tutorials)
Design
exams (2)
Organise
exams
Conduct
exams
Mark
exams
Validate and
publish results
Design
learning(1)
Deliver
learning
Set up/verify
charges
Publish fee
charges
Configure fees
and rules
(Nustar)
Run tuition
calculation
process (Nustar)
Receive
payment
Apply
payment against
student debt
VALIDATE
DEGREE
Verify degree
requirements
met
Redesign
program
Design
program
Grade
published
Degree
conferred Learning(1)
delivered
Payments
received Bill sent
Program/courses
/timetables
published
Program revised,
new program
outlined
ADMIT
STUDENTS
Set/verify
admission rules
Apply
admission rules
Offer/No Offer
produced
Publish
program/courses
Run billing
process
Promote
university
Provide program
information
Understand
target markets
Events hosted,
materials
distributed
Make
offer
Conduct
ceremony
Organise
learning
Organise
ceremony
Reconcile for
compliance
November 2006 13
Architecture Governance Model
IT Governance Committee
Senior Executive level
IT Policy, Standards & Architecture Review
IT Management level
Subject matter experts Architecture
Advisory
Group
IT service
delivery teams
IT development
teams
Adhoc
working groups
Vendors and
consultants
Standards
Policies
Guidelines
Exceptions
Granted
UoN
EA
R e
q u
e s t fo
r
E x c e
p ti o
n
P ro
je c t
A rc
h it e
c tu
re
Updates
UpdatesUpdates
Business / Projects
A rc
h it e
c tu
re A
d v ic
e
R e
je c te
d E
x c e
p ti o
n ,
R e
c o
m m
e n
d a
ti o
n
AAG
November 2006 14
Architecture Principles
Information
Architecture
Application
Architecture
Business
Architecture
Technology Architecture
Application Architecture Principles
Common Use Applications
Ease of Use
Re-use Before Buying
Buy Before Building
Minimise Package Modifications
Component-based Architecture
Channel and Device Independence
Integration Services Independence
Interfaces to External Environment
Adopt Web-based Technologies
Information Architecture Principles
Single Customer Identification
Consistent Definition of Products
Identification of Customer Contact Points
Data Accessible Across University of Newcastle
Timely Information
Reuse Data
Use One Data Master
Single Algorithm for Each Business Measure
Data Security
Common Vocabulary and Data Definitions
Centralised Analytical Data Repositories
Technology Architecture Principles
Technical Environment for the Future
Use Proven Technologies
Disaster Recovery / Business Continuity
Interoperability
Control Technical Diversity
A Single Integrated WAN based on IP Protocol
Consistent Office Environment
Ensure Enterprise-Wide Integration of IT Security
Non-Repudiation
Deploy a Perimeter Layer Protecting Internal
Network Access
Security Infrastructure to Support Distributed Users
Use Portals to Provide Security at a Higher Level
November 2006 15
Architecture Services for Projects
1. Preliminary
consultation
Business
Case Functional
Specification
Solution
Options
Technical
Design
Specification
Business
Requirements
Specification
Business
idea
Preliminary advice
re: solution options &
architectural implications
Enterprise
Architecture
Model
Enterprise
Architecture
Principles
3. Detailed architectural
analysis
(environmental scanning;
gap analysis;
assessment of options etc)
Technology
trends
Project
Charter
Implementation of
new/changed
architecture components
(those not project specific)
E n
te rp
ri s e
A rc
h it
e c
t S
o lu
ti o
n s A
rc h
it e c
t P
ro je
c t
M a n
a g
e m
e n
t
Business
trends and
strategies
Ongoing advice
to refine
project shape
2. Project
planning
advice
Advice regarding
implementation
(eg cost/time) of
technology solutions
New/changed
architectural
components
required due to
external factors
Recommended
technology
solution
PTO
1.Discovery 2. Design
New/changed
architectural
components
required by project
November 2006 16
Architecture Services for Projects
5. Architectural
issues
management
Enterprise
Architecture
Model
Enterprise
Architecture
Principles
E n
te rp
ri s e
A rc
h it
e c
t S
o lu
ti o
n s A
rc h
it e c
t P
ro je
c t
M a n
a g
e m
e n
t
Implementation of
new/changed
architecture
components
(project specific)
Resolution of
architectural
issues
Escalation of
architectural
issues
Issues
Register
Technical
Design
Specification
4. Architectural
compliance
review
Cont’d
Incorporate
new/changed elements
into the Enterprise
Architecture Model
Go Live
2. Design cont’d 3. Deployment
November 2006 17
Technology Architecture Components
November 2006 18
Where to from Now?
• Adoption of Use of Enterprise Architecture outside of IT
• Establish an EA group with a business focus
• Learn and improve
• Work collaboratively
• Continual Development of Enterprise Architecture with
alignment to the strategic direction of UoN
• Become proactive rather than reactive
November 2006 19
Thankyou
• David Hall
Program Director – Project Office
• Stephen Bosworth
Enterprise Applications
•Carey Steller
Solutions Architect
