Transcript Document

UWM CIO Office
Enterprise Information Architecture at
University of Wisconsin-Milwaukee
ITANA Face2Face/Minneapolis
June 18, 2008
Michael Enstrom/Enterprise Data Architect
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UWM CIO Office
There are three areas of focus identified
in UW-Milwaukee’s mission statement:
• Academic excellence
• Research excellence
• Administrative excellence
UWM has both 125 “centralized” and 100+ “decentralized” technology staff to
support these areas of focus, providing a variety of solutions to a multitude of
campus units, in each of these areas. Each has unique sets of needs.
The need for a common frame-of-reference is essential, if we are to
adequately meet our mission goals.
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UWM Organizational Services Model
(Centralized Services)
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UWM Organization Services Model
(De-Centralized Services)
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Constituencies
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Students
Partners
Alumni
Community
UWM’s Colleges & Schools
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Health Sciences
Letters & Sciences
Arts
Nursing
Urban Planning & Arch
Engineering & Applied Science
Business
Education
Continuing Education
Social Welfare
Graduate School
Information Studies
UWM Centers/Institutes/Labs
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Services Provided to each
Constituency
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Student Services
Research Services
Admin Services
Library Services
Fund-Raising Services
Localized IT Services
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The Challenge: Finding Common Ground
• Centralized services support all University
functions & provide shared services
• Decentralized services focus on providing unique,
specific services in their respective contexts
• Contexts may differ, while underlying processes
can be shared to mitigate duplication of services.
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Providing a solid base for planning
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History of UWM’s EA Team
• Planning started in 2005-2006
• Opportunity to Step back and re-assess what
we do and how well we serve our campus
• UW-Milwaukee collaborates with UW-System
and other UW campuses to co-develop
technological solutions where possible
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How UWM’s EA Team formed
• Newly-appointed CIO defined the vision
• Target: to improve flow of information
within (& between) UWM’s 3 Mission
areas (academic, research and
administrative)
• CIO worked closely with Provost and Vice
Chancellors to set UWM’s direction
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First Steps: Activating the EA Team
• Acquire/Re-Purpose Staff with EA experience
• Define Scope of EA Team’s activities
• Analyze current state, with strongest focus on
developing our “future” state, rather than on
“death by micro-documentation”
• Plan EA Team’s strategy (iteratively!)
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Who’s on the EA Team?
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Chief Process Architect
Enterprise Data Architect
Operations Architect
Application Integration Architect
Security Architect
Network Technology Architect
Web Architect
Deputy CIO
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Foundations for EA team
• Deep commitment to architecture team from both
Provost and CIO
• Recognition that the architect(s) don’t live solely in
either IT Land or End-User Land. There’s a constant
need to be able to shift between user’s and IT
perspectives, at many different administrative levels.
• Growing awareness & buy-in of business-unit
Stakeholders in IT planning
• Strong sense of “due diligence,” tempered with the
flexibility and willingness to adapt to new approaches
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Identifying “Low-Hanging Fruit”
• Identified “Architecture Principles” as a guide in four
areas (“What we believe”)
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Business
Data
Application Development
Technology
• Developed “IT Guiding Principles” for centralized and
decentralized IT-oriented staff (“How we’ll function”)
• Ongoing collection of data/application/process
inventories
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Early Discoveries
• Even if all the stars align, a solution is (at best)
only as good as the depth of our understanding
of a given problem.
• The most common problem identified has been
the misalignment of solutions with the issues
those solutions were intended to resolve.
• Root cause isn’t project management or
architectural approach, it’s the lack of rigorous
requirements management in the Higher Ed
environment.
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Initiatives
• BPI methodology development
• Process Management Office established
• IIBA Requirements Mgmt training for both
IT Staff & business-unit Stakeholders
(develop a common language)
• Adapting to “Emerging/Accepted/Best
Practice” approach
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In-house Process Development vs. Best-Practice Solutions
There are recognized organizations that address the following
areas:
•Project Management (PMI)
•Program Management (Prince2, PMI/PgMgmt)
•Requirements Management & Business Analysis (IIBA)
•Information-System Operation-Planning Standards (CobIT, ITIL)
•Information Security (ISO)
Questions to ask:
Do we embrace only “best-practices?” Who chooses?
Will we decide to invent our own approach, instead? Why?
Is there a promising “emerging practice” worth considering?
Is there an “accepted” practice which is sufficient?
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UWM’s “Strategy Universe”
COBIT
Plan & Organize
(TOGAF)
(PRINCE2)
Deliver & Support
(ITIL)
Acquire & Implement
(IIBA BABOK)
(PMI PMBOK)
(DAMA DMBOK)
Monitor & Evaluate
(Department-Level Metrics)
(Six Sigma)
Prioritization
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Justification
Security Assessment
& Remediation Planning
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(ISO)
Vision &
Mission Alignment
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Successes
• Facilities Services now using BPI methodology for campus-wide
“service-tracking” system development.
• Enrollment Svcs now following recommended practice to define
“Incoming Freshman Testing” data system.
• Web-Dev team now applying recommended architecture principles
to ongoing web-content-management projects.
• ERP App-Dev team now developing SOA services for “masterreference data service”
• Security team now implementing requirements-based approach for
campus-level security standardization
• HR team focusing on business intelligence standards for new HRIS
system
• CIT committee reviewing project prioritization approach for final
implementation campus-wide.
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Challenges
• Number of newly-implemented Shadow Systems
is slowly decreasing, but still happen
occasionally
• Still need to implement Business Analysis
staffing/training within business units and IT
• “Governance” will become a significant initiative,
as we plan to integrate our “future-state”
architecture across HR, Finance, Student Admin
& Research systems
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What’s on our radar for next year?
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PeopleSoft HRIS implementation
Upgrading current PeopleSoft Student system
Future PS Financial system retrofit
Major Expansion of Campus to new facilities
Requirements planning for new School of Public Health
& School of Fresh Water Sciences
• Formalizing EA processes and documentation
methodology
• Data Warehousing/Business Intelligence planning
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State of The Architecture
• UWM is expanding its campus and its infrastructure across the
Greater Milwaukee area
• Currently defining how we’ll deploy across three main
geographical areas in SE Wisconsin
• Expanded focus on Research Computing
• Growing use of Data Warehousing
• Shifting needs for Business Intelligence to accommodate
newly-defined platforms and business processes
• Adoption of new Information Security standards campus-wide
• Consideration for legacy support in context of staff turnover
• Summary: “Opportunity” exists, on many fronts!
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Recommendations:
initial EA Team formation
• Focus on small steps
• Develop communications with other
University and College architecture peers
• Publish successes often and widely
• Communicate issues quickly, and share how
you’ll address each issues
• Develop and maintain executive buy-in
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Summary of Process Improvement Approach
Current State
Concept
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Vision
Project
Management
Implement
and
Support
Desired State
Scoping
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Definition
Ensure Well-Defined Requirements
Brought Into
Project Planning Process
Prioritize in
Campus-wide Context
Concept
&
Vision
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Program
Management
Project
Management
Provide Feedback,
to Improve Next Project
Implement
and
Support
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For More Information:
IIBA Website
www.theiiba.org
Bruce Maas, UW-Milwaukee
Chief Information Officer
[email protected]
Requirements Quest Website
www.requirementsquest.com
Michael Enstrom, UW-Milwaukee
Enterprise Data Architect
[email protected]
CoBIT website
www.ISACA.org/CoBIT
Ed Melchior, UW-Milwaukee
Chief Process Architect
[email protected]
PMI website
www.PMI.org
DAMA website
www.DAMA.org
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Questions?
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