Presentation Slides

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CRICOS #00212K

Enterprise Architecture Overview, EA Symposium, 2007

State of Enterprise Architecture in Australian and New Zealand

Universities

EA Symposium 2007 Katarina Christenson

David Bedwell

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Overview

• Where were we last year?

• The EA Survey

• What does the survey show about– How we understand EA

– How much progress we have made

– How much benefit we see

– What we plan to do next

• What are the leaders doing?

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November 2006 at Charles Sturt

First gathering on Enterprise Architecture in Higher Education

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In 2006 at Charles Sturt

• 18 Universities represented (across Aus & NZ)

• Lots of enthusiasm

• Most people just starting out

• Discussing what EA is and how to get started

• Amazed at how EA works in some organisations (News Ltd – best practice EA; and the BCIT vision)

• Some early lessons learned – EA as a partner

• Largely IT driven looking for “business” input

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Here and Now

• 27 Universities represented

• Have we progressed?

• Do we have a common understanding of EA?

• Is EA business driven?

• Are we seeing benefits?

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The EA survey – why and how?

• A picture of the state of EA in HE

• An attempt at compiling and facts and figures for all of us to learn from

• Introduction to the EA Symposium

• Online survey through the CAUDIT website

• One response per institution

• Advertised through CAUDIT (Australia & NZ)

• 21 questions (13 multiple choice)

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Some observations

• Not all institutions responded

• We got 38 responses including 5 from NZ

THANK YOU

• There may be very different views within one institution

• 71% of responses were by senior IT managers/directors & 21% by Enterprise Architects

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The outcomes – What is EA?

• 55% believes the EA is “A business driven approach to managing business processes, information, applications and technology”

• 21% “A managed approach to change with respect to technology and applications”

• 8% “Documented technical systems, applications and data structures”

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Other definitions included…

• A frame of mind/organisational culture which approaches the business/IT relationship with design, organisation and governance

• Both A (business driven approach...) and C (documented technical...)

• The practice of applying a method for describing a current and future structure and behaviour for an organization's processes, information systems, personnel and organizational sub-units, so that they align with the organization's core goals and strategic direction.

• Structure of organizations processes, information, services and technology

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How advanced are we?

• 82% don’t “.. have a well established, business driven Enterprise Architecture governance process” (disagree or strongly disagree)

• Only 26% believe that “Senior Management understand the benefits of investing in Enterprise Architecture” (agree and strongly agree)

• Only 14% have “formalised EA”

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What do we think EA will deliver?

• 97% believe that “EA will help to align IT with business needs” (agree and strongly agree)

• 95% believe that “EA will deliver a roadmap for change” and “assist with decision making and prioritisation of projects”

• 71% “EA will make IT services more cost effective” (agree and strongly agree) – 29% neutral

• 58% are neutral with respect to institution believing that EA is delivering value for money and 23% think it doesn’t and 14% that it does.

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Level of Collaboration

• 37% collaborate with other HE institutions,

• 32% do not and

• 29% are neutral + 1% don’t know

• Good but we can do better than that!

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Level of Organisational maturity

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Universities at Intermediate level and above

Best Practice• Edith Cowan – IT architecturesAdvanced• Charles Sturt Intermediate• The University of Sydney • Curtin University of Technology• University of Technology, Sydney• Victoria University• The University of Auckland • University of the Sunshine Coast• Queensland University of Technology • Monash University • Swinburne University of Technology• University of Western Australia• Griffith University

Orange - attending the EA Symposium

- presenting a paper

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Notable EA Activities• EA principles – 18% have them; 63% are either working

on them now or will within 12 month

• EA part of org culture 8% (3 institutions)

• ~54% are working on “as is” architectures for technology and applications and ~44% for information and business process.

• ~45% are working on “to be” architectures for technology and applications and ~33% for information and business process

• Many are planning to develop update processes later (!)

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Notable related activities

• 63% are either developing or planning to develop an Information Management Strategic Plan

• 76% have a formal project methodology and 53% are managing their project portfolio

• 85% are either developing or planning to develop formal configuration management

• 68% have a formal change management process in place and 24% are working on it.

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FTE EA positions

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Qualifications of our EA staff

• Mostly self-taught

• Mentoring and external short courses are used by some

• Only 4 responses indicate specific University Qualifications

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Level of Investment in EA

• Over last 3 years – 61% invested < $50,000

(29% invested zero)

– and 5% > $500,000

– 5% don’t know

• Over the next 3 years – 8% will invest < 50,000

– 18% will invest > 500,000

– 37% don’t know

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Value of EA benefits? – we don’t yet know

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Who drives EA? – IT 71%

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EA Organisational structure

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EA Activities in 2007• Governance Related (9)• Information/data related (8)• Technology or Application related (7)• Awareness raising (7)• Business process related (5)• Appointed Architects (5)• Roadmaps, frameworks, reference models (4)• Project and portfolio related (3)• SOA related (3)• Identity Management (2)• Collaboration tools (2)• Miscellaneous (4)• None reported (16)

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EA Benefits

• Awareness / understanding / clarity (9)• Technology and application consolidation and

roadmaps (7)• Alignment with business needs (5)• Project related improvements (5)• Direct or indirect savings (3)• Improved Identity Management (2)• Miscellaneous (2)• None reported (23)

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EA Activities Planned for 2008• Review progress / realign EA / develop roadmap (9)• Business process related (8)• Information / data related (7)• EA staffing (6)• Governance and strategic planning (5)• Develop "to be" architectures (5)• Commence implementing EA / get business buy-in (4)• Document "as is" architectures (3)• Gap or "quick win" analysis (2)• Identity Management (2)• Configuration Management (2)• SOA (3)• Miscellaneous (15)• None Reported (12)

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EA Tools• Ms Office (5) + Visio (15), Word (8), Excel (6), SharePoint (4),

PowerPoint (3)• OmniGraffle• MS EPM (Portfolio Management???)• OpenOffice (for drawing simple diagrams)• Qld State Government Strategic Planning Tools• System Architect• System Architect was used, not currently actively used

(expensive and clunky tool - not liked)• ARIS• Wikis (3) + Atlassian Confluence• Atlassian JIRA• Enterprise Architect (modelling)• Metis (for modelling, though in a very limited and end-of-life kind

of way)• Mindmanager

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EA Frameworks used

• Zachman or based on Zachman (9)• TOGAF or based on TOGAF (8)• BAIT or Modified BAIT (2)• Gartner (2)• Not specific, informed by several (3)• Undecided (4), 2 considering modified Zachman,

1 looking at AGA• None listed (13)• ITIL, PRINCE2 and ZapThink get a mention

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Zachman

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TOGAF

• Architecture Development Cycle

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EA Challenges• Getting buy-in from business and from IT staff (26)• Resourcing and competing priorities (15)• Gaining a common understanding of EA and setting a

common direction (13)• Lack of EA skills (5)• Access Management / Security (5)• Overcoming silos and

aligning of IT with Business (4)• Governance Issues (4)• Measuring Outcomes (2)• Decentralised organisation (2)• Deciding how much is enough - the balance (2)• Other (30)

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Lessons Learned (examples)• Address areas where business interests and needs are• Buy-in is not enough - there needs to be skin in the

game• Develop and implement EA iteratively • Going through the exercise of defining a model based on

the Uni's strategic plan revealed how little I knew about the organisation!

• It takes time• The term Enterprise Architecture makes people's eyes

glaze over. You have to focus it on why, not necessarily what

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Selected quotes from general comments

Deakin • “The greatest challenge here is in maintaining the 'credibility' and reputation

of enterprise architecture (and any associated deliverables) whilst satisfying the ad-hoc demands placed on EA. Benefits that may be realised through best-practice EA (including holistic and thorough understanding of business processes, and involving appropriately skilled staff in formulating current and future state architectures) are not possible with the short time-lines, limited resources, and expansive scope associated with what is actually being requested of EA. Short term solution: provide caveats with all EA deliverables to explain why true EA benefits cannot be satisfied with the existing deliverables, or invest considerable overtime to give the perception of benefits being achieved (more of an EA "facade" than an EA "framework"); long term solution: start at square one and educate business / IT stakeholders in what EA actually is, what investments are required, and what benefits can really be achieved if best-practice is followed.”

QUT• “EA is a frame of mind as much as anything - it is about approaching the

business/IT relationship with design and organisation.”

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Conclusions from the survey

• Most of us are trying

• We are still unsure of the definition of EA

• We are all struggling and have a long way to go

• Not much evidence of cross institutional collaboration

• Little evidence of EA being business driven yet

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Where to next?• Can we share our investment to the benefit of everyone?• What can we learn from the Universities that are furthest

ahead and are represented here?– Charles Sturt – The University of Sydney – University of Technology, Sydney– University of the Sunshine Coast– The University of Auckland – Queensland University of Technology – Monash University – Swinburne University of Technology– University of Western Australia– Griffith University

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Suggested Quick Wins from last year

From the summary by Chris de Vaney from News Limited• Develop EA principles at a high level and share them

between institutions.• Use Practice Management to deliver EA services• Use common EA artefact templates and share them

(scrounge from FEAF/TOGAF)• Work out an EA sales pack for the business and use it to

establish the vocabulary for dialogue• Startup – solve just 1 simple (but visible!) enterprise problem

in depth. Use this to test detail of process, identify capabilities, etc. Use as reference & benchmark for repeatability.

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Did we do it?

???

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What is EA?

• 29%

• a managed approach to change with respect to technology and applications

• documented technical systems, applications and data structures

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EA Staff

• 65% are thinking or beginning about EA

• 58% have no EA staff

• 26% have an EA ‘unit’ within IT

• 16% have 3 or more staff

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Benefits & Buy-in

• Massive agreement of the benefits of EA without having seen much

• 90% ‘don’t know’ the $ benefits

• 74% think their Senior Executives don’t understand the benefits of EA

• Biggest Challenge - getting buy in from business and IT staff

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Benefits & Buy-in

• 74% think their Senior Executives don’t understand the benefits of EA

• 26% do

• Mindmaps 14-18

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In next 12 months

• 100% Managed Project Portfolio

• 90% Project Office

• 97% PM Methodology

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• 37% of you are collaborating on EA

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• 58% wont use consultants for Architect positions

• 34% undecided

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Sunday Workshop

• How did you do this?

• Where did you start?

• What should we do?

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