building the foundations for a shared enterprise information architecture nicki mclaurin smith...

Building the Foundations for a Shared Enterprise Information

Architecture

Nicki McLaurin SmithDirector, Information Management

Information ServicesThe University of Melbourne

Information Architecture in the Public Sector June 2006

Definitions> Architecting Change >

Information Architecture is a foundation discipline describing the theory, principles, guidelines, standards, conventions and factors for managing information as a

resource. It produces drawings, charts, plans, documents, designs, blueprints and templates, helping

everyone make efficient, effective, productive and innovative use of all types of information.

Evernden, R. “Information first: integrating knowledge and information architecture for business advantage”. Elsevier, 2003, p.1.h


Definitions> Building the Foundations >

Enterprise Architecture … comprehensive and rigorous method for describing a current / future

structure for an organization's processes, systems .. so that they align with the organisation's

core goals and strategic direction

www.wikipedia.org


Collins Street, Melbourne, 1839. Watercolour by W. Knight

Collins Street, Melbourne 2003


When information architecture must influence an enterprise's overall information management -- process, policy, and implementation -- then IA

becomes Enterprise IA.

“IA: Not Just for the Web Anymore” Dan Brown, Lou Rosenfeld, James Melzer, James Robertson, Seth Earley http://www.iasummit.org/2006/



Because the outcomes of Information Architecture lie in a built world …it can be very difficult to set useful boundaries on the subject. Indeed, like the field of Human-Computer Interaction, Information

Architecture is a boundless domain. How do we flourish in a boundless domain?

Hendry, David G. “Building bridges between information behaviour research and information architecture”. http://www.iasummit.org/2006/files/181_Presentation_Desc.pdf


Context of change


> University of Melbourne 1853 – 2006 >

"To make the University of Melbourne one of the finest universities in the world.“ 1996 and 2006


The University reaffirms its commitment to be 'one of the finest universities in the

world'.

Melbourne's academic programs should form a tightly-wrapped spiral of distinct but related activities research, teaching and knowledge transfer - that together

define the institution's character.

> 2006-2015 > a triple helix vision >

Growing Esteem: new strategic direction

> University of Melbourne 2006-2015 >

Growing Esteem: new strategic direction

By 2015Destination of choice, site of world-significant researchMelbourne / “Bologna” Model in place


Staff and students unable to find the information they need, due to information

silos; duplication of content, content systems and infrastructure; no policies for

information sharing and preservation, difficulty in finding the single source of the

truth.

> Devolved organisation > legacy/shadow systems >

Business Problem

HR, Finance, Research enterprise systems, web redevelopment/CMS providing a foundation for future

information sharingr.


Information technology backbone of University's knowledge management capability, critical to

developing closer links between teaching, research and knowledge transfer.

2006 priorities include:e-research strategy; student and research portals; digital repositories for scholarly output; redeveloping the University's web site; using IT to promote the University's cultural collections.

> Infrastructure and knowledge management >

Growing Esteem: binding the strands together

Corporate – administrative,

marketing web/email/docs/records/

databases

> Information domains >

The information we manage

Research / e-research

cultural collections

e-scholarship

Learning and teaching

New VP Information March 2004 (CIO/CKO/UL/EdTech)

$24m Information Projects Portfolio Jun04 (Technology)

Information Strategy– Information Management Plan – Information Principles– Information architecture

Governance structures (process)Divisional re-alignment (people)

– to provide greater leadership for the University– To get ‘closer to the client’

Framework for change

STRATEGY > People > Process > Technology >

> Information Division “Realignment” Oct 2004 >

People


> Information Management Program June 2005-Jan 2006 >

People


driving enterprise information management

> Information Architecture Group > Matrix approach


enterprise applications architect

infrastructure architect

information architect

People

driving enterprise architecture

Process: Information Management Plan


> Information Principles >

• Information is a strategically important resource• Enterprise information will be centrally managed• University information will be accurate • Information will have an identified source and custodian• Information and information systems will be accessible • Information management will comply with statutes • Information will be managed according to agreed security, archiving and disposal regimes• The University has an open information policy process

Assistance from Monash University and Dr. Andrew Treloar

How we do we operationalise these principles?



• Significant problems of ownership of information over organisation boundaries

• How to recognize the same information in different contexts• Enterprise Information Architecture

“roadmap” required ….

Process: Governance/Planning

Learning and Teaching

Research

Knowledge Transfer

Strategic Plan 2006

INFORMATION PROJECTS PORTFOLIO

INFORMATION MANAGEMENT PLAN

Information (and IT) Principles and PoliciesInformation (and IT) Architecture

“Growing Esteem” – Melbourne Model to 2015

Infrastructure Committee

Planning and Budget Committee

Project Governance


> Process>

PROJECT – Project Manager

STEERING COMMITTEEBusiness Sponsor – Academic/ Administrative Decision-

MakerChair

Service Owner and Senior SupplierStakeholder Representatives

Implementation Committee

Technical / Other Committee

Infrastructure Committee

People > Process > Technology > Culture >

Challenges


• Startup mode for IM and EA• Current state (what is) fragmented• Future state (what will be) undeveloped• Project portfolio driving behaviour

People > Information Architecture Group >

Challenges


Startup group, challenges on every level

language > methodology >

culture > gender >

staffing >

Challenges; managing the projects…

Progress


People > Process > Technology > Culture >

• Architects “forming, storming, norming”• Project engagement process in place• Architecture developing “around” projects

• e-scholarship & e-research, corporate

• IM consultancy / artefacts • embedded in major change projects ie IT Shared Services, Themis Research, eXchange CAE

DRAFT Enterprise Architecture Roadmap

Information not managed in a coordinated manner

Current State

Information not shared by the University community

Disparate and non integrated applications across departments,

faculties, and divisions.

Non-industry standard technologies and non-evolvable architecture

No Disaster Recovery or Business Continuity

Inadequate planning to cope with increasing

demand for availability, capacity and performance

Information managed as a strategic asset to create

value

Future State

Information accessible, timely and relevant

Business aligned centrally supported and

integrated services

Standards based technologies and service

oriented architecture

Better asset lifecycle management

Service responsiveness

Digital AssetManagement

Executive Information

Management

Managing Information Quality at Source

Information Management

based on Value

Management

Redevelop Web Presence

University Information

Model

Commercial-isation of

Information Assets

Flexible Access

Channels and Tools

Adopt open standards for all

technologies

Innovative & High Value Services from in-house &

open source components

University-wide Business

Services Modeling

Business Process

Integration using BPM

technologies

Adopt web services and

messaging for integration

Single sign-on

Standard Operating

Environments

Multiple providers strategy

Distributed data centres

Asset monitoring and

configuration management

Selective sourcing of

infrastructure services

Own high value infrastructure

(e.g. Research)

Potential Initiatives

Information

Application

Infrastructure

Ad-hoc solutions delivering narrow benefits

Holistic solutions maximising enterprise

value

Architecture Baseline

Assessment

Develop future EA beyond

minimum services

Differentiated Channel

Applications for User

Segments

Common Faculty &

Dept. Applications

Enterprise

Retire or wrap nonstandard-

based applications

‘Shared’ Infrastructure

with other universities

Operating Risk Management

Divest low-value and non-core

application services

Lifelong Services for Users


> Staff View > ePrints/Themis Research >

Profiling Melbourne scholars and their work with a “create once and re-use” approach

How we focused the University’s attention on information management practice, (and raised the

profile of our institutional repository ePrints) by producing a ‘research profile’ website from corporate

data.NLA Innovative Ideas Forum, April 3-4, National Library of Australia

http://www.nla.gov.au/initiatives/meetings/documents/iifport.ppt

Case Study: Research Domain

> Information “silos”>

“I want to enter my publications information ONCE, instead of once for DEST reporting, again in Themis, again for my CV’s, again in the repository, again for my web page … that way I know it is correct …you can re-use it as

much as you need to…”

Senior Lecturer, Melbourne Law School, 2004


Business Problem

Principles in action



• Information is a strategically important resource• Enterprise information will be centrally managed• University information will be accurate • Information will have an identified source and custodian• Information and information systems will be accessible

Information Services

Faculties & Departments

HR Administration

FinanceStudent

Research

•ePrints

•Person details

•(Qualifications)

•Publications

•Grants

•Qualifications

•Research Students

•ePrints, Qualifications, Grants, & Publications

Institutional Knowledge of Researchers in early 2005

Themis

Grants

Turning Point 1


> Information Principles in action >

Delivery of significant components of our enterprise system: Themis

• Human Resources

• Finance

• Research

all in the same data base



HR Administration

Finance

Student

ePrints

Research

Staff Profiles

Research Students

THEMIS

•Person Details

•Qualifications

•Grants

•Publications

Institutional Knowledge of Researchers by the end of 2005


> Infrastructure and knowledge management >

Turning Point 2: Growing Esteem

Information technology backbone of University's knowledge management capability, critical to

developing closer links between teaching, research and knowledge transfer.

2006 priorities include:e-research strategy; web-enabled research portal; digital repositories for scholarly output; redeveloping the University's web site

Principles in action


> Binding the strands together >

Showing the way:Putting together a ‘Research Profile Website’ based on transactional data in our enterprise systems

Claim: A web enabled research portal is just a fancy report from Themis published to the web

HR Organization Hierarchy Report

List of Current Researchers by Department

A Research Profile Report for each Researcher

+ +



HR Administration

Finance

Student

ePrints

Research

Staff Profiles

Research Students

THEMIS

•Person Details

•Qualifications

•Grants

•Publications

Information re-use now possible

What we currently know about our researchers



From our Research Management System:(Including Finance)

– Publications – Grants and Contracts– RFCD and SEO Descriptions

Data verified through established Administrative Processes

What we currently know about our researchers


From our Human Resources System:- Qualifications- Fellowships- Research Expertise- International Linkages- Professional Memberships- Awards- Web “Home Page”

Data entered through Staff Self Service, and approved by Supervisor

Now one database/one report from Themis


– Home Page– Qualifications– Fellowships– Research Expertise– International Linkages– Professional Memberships– Awards– Grants and Contracts– Publications


Research

Finance

HR

Organisational impact of Researcher Profile vision

Business owners are now using the research profile example to talk about a

single source of data.

Tool for changing perceptions and ensuring an “information driven”

architecture.

> Building the Foundations >


How do we flourish in a boundless domain?

> Building the Foundations >

knowledge is generated in the process of doing.

The problem is defined only with its solution fully expressed …


Hendry, David G. “Building bridges between information behaviour research and information architecture”, 2006.

Structure helps

VISION / Information Strategy– Information Management Plan – Information Principles– Information architecture

$24m Information Projects Portfolio (technology)

Governance structures (process)Divisional re-alignment (people)

– Information management and architecture group

> Foundations > STRATEGY > People > Process > Technology >

THANKYOU!

The University of Melbourne

Nicki McLaurin Smith

Director, Information Management

Email: [email protected]

Website: http://www.infodiv.unimelb.edu.au

building the foundations for a shared enterprise information architecture nicki mclaurin smith...

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