ea in higher education - charles sturt universityfull dayyp workshop / seminar at educause 2008 in...

EA in Higher Education


Introduction & PracticalIntroduction & Practical Approaches

| Educause | Orlando | October 28-31, 2008 |

• The following material was presented at a full day workshop / seminar at Educausey p2008 in Orlando, Florida, USA.

• The workshop was a joint effort between• The workshop was a joint effort between Charles Sturt University and British C fColumbia Institute of Technology

• It was attended by more than 40 attendeesIt was attended by more than 40 attendees• Session abstracts follow

Seminar 04F - Enterprise Architecture in Higher Education: An Introduction and Practical Approachespp

PLEASE NOTE: Separate registration and fee are required to attend this seminar.

• Session DetailsSession Details• Tuesday, October 28, 2008

8:30 a.m. - 4:30 p.m.Room W330GRoom W330GFull-Day Seminar

Speaker(s)Speaker(s)• David Bedwell, Director, Service Alignment, Charles Sturt University • David Cresswell, Associate Director, IT Services and Strategic Practices,

B i i h C l bi I i f T h lBritish Columbia Institute of Technology • Leo de Sousa, Manager, Business Application Services and Enterprise

Architecture, British Columbia Institute of Technology • Diane Ireland, Director, Enterprise Architecture & Liaison, Charles Sturt

University • Session convener: Kent Percival, Manager, IT Development, University of , g , p , y

Guelph

Ab t tAbstract• British Columbia Institute of Technology and Charles Sturt University both

practice enterprise architecture and created EA communities in the higher education sector in Canada and Australia, respectively. This workshop will introduce EA and its key components and provide you with practical approaches, tools, and examples to apply EA on any scale.

• EA offers a foundation for building technology and information plans aligned with strategy; creating an application portfolio based on needs, not wants; improving communication between communities; creating master data

i l i id i d d dimanagement; implementing identity management; and understanding complexity to help make better decisions.

• EA is neither hype nor panacea. If you’re starting from scratch, this workshop will help you save time and energy. If you’ve already embarked on the EA journey, it may rejuvenate you and give you fresh ideas and a new network.


TodayToday

1 Introduction and What is EA?1. Introduction and What is EA?2. Foundation EA Tools and Applicationpp3. Journeys, Principles, and Q&A


IntroductionsIntroductionsLeo de Sousa, Diane Ireland,Leo de Sousa, Manager, Business ApplicationServices & Enterprise Architecture

Diane Ireland, Director, Enterprise Architecture & Liaison

David Cresswell David Bedwell, Associate Director, IT Services and

Strategic PracticesDirector, Service Alignment


Introductions

Why are you here?Why are you here?


What is EA?

Memo

Dear Team,

I read an article in a magazine on a plane the other day It noted that the newI read an article in a magazine on a plane the other day. It noted that the new generation of students wish to wrap up their degrees faster and enter the workforce earlier.

It seems that many other Universities are beginning to makes moves in this area already. So to get ahead of the game, I have therefore decided that we will offer our 4 year degrees in 18 months, starting in 2009.

I’m not sure of the details on how you’ll do this, but I expect that we can fit four semesters in the year instead of two. After all it’s just detail and there are 24 hours in a day (and then there’s night)

All the Best

Ch ll d dYour Vice-Chancellor and President

P.S. Please let my secretary know the new grad ceremony dates as soon as you can


ProjectsProjects

In a group develop some points aroundIn a group, develop some points around what do you will have to consider?


• WHAT Information / Data• WHO Organisation (ppl comm’s stholders etc)WHO Organisation (ppl, comm s, stholders, etc)• HOW Processes & Procedures• WHERE Locations• WHEN Events• WHEN Events• WHY Strategy & Legislation• SYSTEMS


D h thi i f ti ?• Do you have this information?

• How much of it?• What sort of format is it in?• What sort of format is it in?• Where do you store it and how accessible

f ?is it afterwards?

• How do you go about getting it?


Enter EA• Imagine if you had this informationg y

– Packaged and ready for your project teamg y y p j

– Even better, with advice to the project about the i f h himpacts or scope of the changes

E b tt till d i l i di i t th– Even better still, during planning discussions at the university level with advice about how it relates to strategy, other projects, people, things that are gy, p j , p p , ghappening or going to happen


What is EA?What is EA?

‘Th k k th thi‘There are known knowns; there are things we know we know; there are known

unknowns; that is to say the things we k d ’t k d th thknow we don’t know; and then there are unknowns, unknown unknowns, the

things we know we don’t know we don’t k d h h dknow and those are the dangerous ones”

Donald Rumsfeld


What is EA?

• Current (As-Is) vs Future (To-Be)Current (As Is) vs Future (To Be)

• Engineer the change - don’t document it afterwardsafterwards


Roadmap

an an

M d l y &

Pla

& P

la

M d l M d lModelra

tegy

ateg

y Model ModelSt

r

Stra

As-Is Interim To-Be

As - Is Strategy To - Be

Intercampus Network

Satellite Site Type 3

Function 2Function 4Function 5


DIT Staff Location 1

Function 1Function 2Function 3Function4

Primary Site 1


Primary Site 2




Function 2Function 4Function 5Function 8

Primary Site 2Primary Site 1

Intercampus Network


(Summary)

Timeframe Attributes Immediate • Utilise the JCC as the interim Primary Data Centre in Wagga and the

Graham Building as the Wagga Business Continuity site. (Cabling & Power requirements gone to tender)

• Purchase and install new line conditioner in the Graham Building. (Gone to tender)

• Direct planning for AREN fibre to connect at Wagga JCC, Bathurst S1 New Data Centre, Thurgoona Hub, Orange Main Communications Room, Dubbo Main Communications Room. O tli ti f f t l ti f DIT t ff i W d i iti tem

plar


Function 2Function 4Function 5Function 8Function 9



IT S t A t



Function 4Function 5

Tape Backup


Business Continuity Site 1

Tape Archive Storage 1 Tape Archive Storage 2



Tape Backup



DITSt ff L ti 1

Function 8

Function 8




Business Continuity Site 2Function 8




DIT Staff Location 1 DIT Staff Location 1


IT Support Arrangement



• Outline options for future location of DIT staff in Wagga and initiate discussion so a decision can be made and planning accomplished.

Medium • Complete new Bathurst S1 Data Centre.

• Connect Bathurst and Orange to AREN. • Evaluate option of outsourcing backups and if not viable plan for tape

backups to stream to one set of centralised infrastructure located separateto the two Primary data centres and with fire proof storage. Recommendation 2 included below.

• Phase out microwave WAN functionality at Dubbo, Orange & Bathurst. • Plan changes for Business Continuity to occur across the gigabit links or t

an outsourced Data Centre facility • Connect Wagga to AREN • Phase out remaining microwave functionality. dm

ap E

xe

1 2 3IT Support Arrangement





Tape BackupTape Archive Storage 1

Table 1 Types of Data Centres AS - IS Function Primary Satellites BC 1 2 1 2 3 4 5 6 1 2 1 Enterprise Servers x X 2 Non-Enterprise Servers x x x x 3 Data Storage - Disk x X 4 WAN x x x x x x x 5 Core LAN x X x x x x x

Table 2 Types of Data Centres TO - BE Function Primary Satellites 1 2 1 2 3 1 Enterprise Servers x x 2 Non- Enterprise Servers x x x 3 Data Storage Disk x x

• Phase out modem functionality at all sites and consolidate satellite sites atWagga and Albury-Thurgoona.

Long Term (5 years)

• Continue to provide two Primary Data Centres at two geographically separate sites

• As plans around the Wagga Admin precinct are developed consider options of outsourcing one or both of the Primary Data Centre facilities.

• Analysis done to determine whether there are benefits to the business in the options of outsourcing the Data Centre facility. This will assist FacilitiesManagement planning around the Admin precinct in Wagga.

• Analysis done on options for the provision of WAN functionality to Albury-Wodonga City address as we move to phase out the microwave completely and remove the commitment to the One Tree Hill site contract.

• Enterprise servers and storage will be placed in the Primary Data Centres• Business Continuity occurs in a reciprocal arrangement between the twont

re R

oad

5 Core LAN x X x x x x x6 Business Continuity x x 7 Data Storage - Tape x x 8 Core Phone x x x x x 9 Modems x x x x x

3 Data Storage - Disk x x4 WAN x x x x 5 Core LAN x x x x 6 Business Continuity x x 7 Data Storage - Tape x 8 Core Phone x x x x 9 Modems

Example

Tips and Tricks

• Business Continuity occurs in a reciprocal arrangement between the two Primary Data Centres

• Connection to the AREN network is in the Primary Data Centres and the Thurgoona HUB.

• Core VOIP infrastructure will be located in the Primary Data Centres. • PABX equipment will be scaled back as VOIP is implemented with an

intention of locating remaining core equipment in the Primary Data Centres.

• Centralised tape backup infrastructure will be located in a satellite data centre with fireproof storage.

Dat

a C

en

Roadmap

an an

STAKEHOLDERS

Select Stakeholders that will give you the different perspectives. Moves you up and down through the Zachman LayersPick a level of detail to go with to communicate the message as you get a lot of information.It is a very interactive and iterative process

OTHER

Find a level of detail that communicates the strategy/message to the audience – different perspectivesThe models traverse the different perspectives i.e. message comes across irrespective of audienceEA need to be the ones to present it

so the stakeholders get the right message

TABLE OF CONTENTS

ConsiderationsIssuesOpportunitiesNot addressedStakeholdersRoadmap Current

Short term

Tips and Tricks

PROCESS

Develop Roadmap

Don’t attempt to answer everything, List optionsHighlight analysis that is neededInclude any recommendations

Develop Models

CONCEPT

4As-Is Interim To-Be

Model

Stra

tegy

& P

l

Stra

tegy

& P

l a

Model Model

as discussion with certain stakeholders may need to occur more than once.

so the stakeholders get the right messageit is consistent across stakeholdersthey get the opportunity for feedbackwe get feedbackno loss of visibility for the group and individual

Short term Medium Long

Stakeholders

p

Select a model that will depict what you’re attempting to do throughout the roadmap and makes it look simple.

Present to Stakeholders

Opportunity to explain so no misinterpretationsAgreement on the direction and strategyOpportunity for them to clarify details

Roadmap Available for Reference

St k h ld f d t i

4

Stakeholders

Stakeholders reference document in Discussion of recommendations.Prompt required analysis.

Intercampus Network













Tape Backup

Primary Site 1







Primary Site 2


Tape Backup






Function 8

Function 8










Primary Site 2Primary Site 1

Intercampus Network

Tape BackupTape Archive Storage 1

DIT Staff Location 1 DIT Staff Location 1






Table 1 Types of Data Centres AS - IS Function Primary Satellites BC 1 2 1 2 3 4 5 6 1 2 1 Enterprise Servers x X 2 Non-Enterprise Servers x x x x 3 Data Storage - Disk x X 4 WAN x x x x x x x 5 Core LAN x X x x x x x 6 Business Continuity x x 7 Data Storage - Tape x x 8 Core Phone x x x x x 9 Modems x x x x x

Table 2 Types of Data Centres TO - BE Function Primary Satellites 1 2 1 2 3 1 Enterprise Servers x x 2 Non- Enterprise Servers x x x 3 Data Storage - Disk x x 4 WAN x x x x 5 Core LAN x x x x 6 Business Continuity x x 7 Data Storage - Tape x 8 Core Phone x x x x 9 Modems

Roadmap

As-Is Interim To-Be

Model

Stra

tegy

& P

lan

Stra

tegy

& P

lan

Model Model

STAKEHOLDERS

Select Stakeholders that will give you the different perspectives. Moves you up and down through the Zachman LayersPick a level of detail to go with to communicate the message as you get a lot of information.It is a very interactive and iterative process as discussion with certain stakeholders may need to occur more than once.

OTHER

Find a level of detail that communicates the strategy/message to the audience – different perspectivesThe models traverse the different perspectives i.e. message comes across irrespective of audienceEA need to be the ones to present it

so the stakeholders get the right messageit is consistent across stakeholdersthey get the opportunity for feedbackwe get feedbackno loss of visibility for the group and individual

As - Is Strategy(Summary)

To - Be

TABLE OF CONTENTS

ConsiderationsIssuesOpportunitiesNot addressedStakeholdersRoadmap Current Short term Medium Long

Stakeholders

Stakeholders

Example

Tips and TricksPROCESS

Develop Roadmap

Don’t attempt to answer everything, List optionsHighlight analysis that is neededInclude any recommendations

Develop Models

Select a model that will depict what you’re attempting to do throughout the roadmap and makes it look simple.

Present to Stakeholders

Opportunity to explain so no misinterpretationsAgreement on the direction and strategyOpportunity for them to clarify details

Roadmap Available for Reference

Stakeholders reference document in Discussion of recommendations.Prompt required analysis.

CONCEPT

Timeframe Attributes Immediate • Utilise the JCC as the interim Primary Data Centre in Wagga and the

Graham Building as the Wagga Business Continuity site. (Cabling & Power requirements gone to tender)

• Purchase and install new line conditioner in the Graham Building. (Gone to tender)

• Direct planning for AREN fibre to connect at Wagga JCC, Bathurst S1 New Data Centre, Thurgoona Hub, Orange Main Communications Room, Dubbo Main Communications Room.

• Outline options for future location of DIT staff in Wagga and initiate discussion so a decision can be made and planning accomplished.

Medium • Complete new Bathurst S1 Data Centre.

• Connect Bathurst and Orange to AREN. • Evaluate option of outsourcing backups and if not viable plan for tape

backups to stream to one set of centralised infrastructure located separateto the two Primary data centres and with fire proof storage. Recommendation 2 included below.

• Phase out microwave WAN functionality at Dubbo, Orange & Bathurst. • Plan changes for Business Continuity to occur across the gigabit links or t

an outsourced Data Centre facility • Connect W agga to AREN • Phase out remaining microwave functionality. • Phase out modem functionality at all sites and consolidate satellite sites at

Wagga and Albury-Thurgoona. Long Term (5 years)

• Continue to provide two Primary Data Centres at two geographically separate sites

• As plans around the Wagga Admin precinct are developed consider options of outsourcing one or both of the Primary Data Centre facilities.

• Analysis done to determine whether there are benefits to the business in the options of outsourcing the Data Centre facility. This will assist FacilitiesManagement planning around the Admin precinct in Wagga.

• Analysis done on options for the provision of WAN functionality to Albury-Wodonga City address as we move to phase out the microwave completely and remove the commitment to the One Tree Hill site contract.

• Enterprise servers and storage will be placed in the Primary Data Centres• Business Continuity occurs in a reciprocal arrangement between the two

Primary Data Centres • Connection to the AREN network is in the Primary Data Centres and the

Thurgoona HUB. • Core VOIP infrastructure will be located in the Primary Data Centres. • PABX equipment will be scaled back as VOIP is implemented with an

intention of locating remaining core equipment in the Primary Data Centres.

• Centralised tape backup infrastructure will be located in a satellite data centre with fireproof storage.

Dat

a C

entre

Roa

dmap

Exe

mpl

arIntroduction to EA

4

Zachman Framework for Enterprise Architecture (zifa com)(zifa.com)

ZachmanFramework

FUNCTION NETWORK TIME MOTIVATIONPEOPLEDATA

Horizontal

FrameworkHow Where When WhyWho

SCOPE List of Locations

List of Cycles

List of Strategic

List of Organizations

List of Strategic

What

List of Things

ExecutiveLocations Cycles Strategic

GoalsOrganizations

BUSINESSMODEL

Logistics Network

Master Schedule

BusinessWorkflow Model

Business Process

Strategic Processes

Things

Semantic

Vertical

MODELOwner

Network Schedule PlanModel

SYSTEMMODEL

Process Model

Application Architecture

Distributed System

Process Structure

Business Rule

Human Interface

Model

Logical DataMODEL

Designer

TECHNOLOGYMODEL

Architecture System Architecture

Structure Rule Model

Interface Architecture

System Design

Technology Control Str ct re

Rule DesignPresentation Architect re

Data Model

Physical Data

Network Architecture

MODELBuilder

DETAILEDMODEL

Design Architecture StructureArchitecture

Programs Timing Definition

Rule Specification

Security Architecture

DataDesign

DataDefinition ArchitectureMODEL

IntegratorDefinition SpecificationArchitecture

FUNCTIONINGENTERPRISE

Application Schedule StrategyOrganizationNetwork

Definition

Data

Leo de Sousa, Enterprise ArchitectBCIT June 2006

ENTERPRISE

Zachman Framework 3DZachman Framework 3D Model ImplementationComposites

Data

Moti ationFunction

Motivation

The Enterprise

NetworkTime

Architectural P i iti PeoplePrimitives

CSU ModelCSU Model

IT D

ata

Mod

els

IT Services

Customer

Process

Goals, Objective, Strategy

IT Service Provider(IT itself, vendors)

IT Infrastructure (or Elements)(Data, code, hardware,

events, rules, roles)

Support

Use

undertake

supports

Coordinate & Supply

Provide, support, maintain

Make an

Have

PARTY

may be

CHANGEPROJECT

PROBLEM

INCIDENT

JOB

TIME

APPLICATION

CODE

DB SERVER

OTHER (EQUIPMENT)

NETWORK

IT ELEMENT INSTANCE

IT ELEMENT

IT SERVICE

SLA

IT PROVIDERCUSTOMER

may be

may be

Goals, objectives, startegy etc

Processagrees agrees

has

made up of

works onrelate to

have

undertakes

supports

uses

support / advise

leads to

caused by

leads to

affects

resides on

resides on

interacts with

has

provides

about

Data

stores

Introduction to EA

6


Phases of EA at CSU?Phases of EA at CSU?

Get IT out of trouble• Get IT out of trouble – Silver bullet?• Describe and manage complexityg p y• Both a service and infrastructure to

assist organisational change andassist organisational change and improvement


EA at CSUEA at CSU

• Provision of ‘As Is’ and ‘To Be’ Enterprise• Provision of As-Is and To-Be Enterprise Information (Enterprise Models are corporate knowledge this iscorporate knowledge – this is infrastructure)

• Provision of strategic advice and gcontinuous improvement to assist in changing the organisation towards the ‘To-g g gBe’ (This is a service)

BCIT’s EA TaxonomyBCIT s EA TaxonomyStrategy and Policy

IT Service Management

Strategy and Policy

Business Application

Presentation

Data Infrastructure

Service Delivery and Supporty pp

Security

Strategic Goal Areas from TEK Vision

“Connect BCIT to the World”

“Equip BCIT’s Learning Spaces”

“Support EffectiveLearning & Teaching”

“Advance Polytechnic Education”

“Ensure EffectiveWork Processes”

Collaboration Intelligent Best Applied The & Connectivity

gLearning Spaces

Best Teaching Practices

Applied Research Business

of BCIT

Enterprise Architecture

BCIT Enterprise Architecture

Enterprise Architecture (EA) is a strategic framework to provide guidance, consultation and approval of investments in people, process and technology that aligns to and supports Institutional Strategy and Vision.

The benefits of adopting EA at BCIT are :


S i 1 WSession 1 Wrap

• EA is an Opportunity University– University

– Departments– IT

• Don’t limit it to technologyDon t limit it to technology


Foundation EA Tools

and their applicationpp


This session

• Data• Data• Organisation• Process• Application• Application• Combinations• Technology


Data

WhatWhat

BCIT’s EA ModelBCIT s EA ModelStrategy and Policy


Strategy and Policy


Data Infrastructure

Presentation


Security

Do you have this problem?Do you have this problem?

Banner

Other Systems

CASIMS

Academic SenateStudent AdministrationStudents, Subjects,

Authoritative source of Course and subjects at CSU

courses, offerings, enrolments, examinations, flag of poor academic progress

Courses (Major/Program) have never been defined by CSU


What’s a Course?• Faculties

A set of content with one or more award names– A set of content with one or more award names– May have very tight relationships to other courses

• Student AdminA program code based on (but not always ) an award name plus– A program code based on (but not always…) an award name, plus attributes

– Also Govt. and Admissions concepts• Planning & AuditPlanning & Audit

– A Govt. funding code, plus attributes• Marketing

– Sets of related “courses”Sets of related courses• Not to mention

– Any one document can (could!) refer to any course, part of a course, articulated set of courses OR any unrelated courses or parts thereof y pthat a faculty chose to bundle together


• A subject is a subject (a primitive)

• A subject offering is

Subject + Location + Time + ModeSubject + Location + Time + Mode

(ie a composite of primitives)


Who owns a Student’s Address?

• Recruiting – for recruiting studentsRecruiting for recruiting students• Admissions – for admitting students• Registrar for registered students• Registrar – for registered students• Financial Aid – for FA applicant students

St dent Records for grad ating st dents• Student Records – for graduating students• Alumni – for graduated/alumni students

In the student lifecycle, who has the right address?


Your MissionYour Mission

Data >> Information >> Knowledge• Data >> Information >> Knowledge– sort this out on behalf of your organisation– understand differing views– plug and playplug and play– real ‘business intelligence’

T d thi d• To do this you need …

CSU Information Architecture

1.1 COURSE

1.2 PROGRAM 1.4 PROGRAM COMPONENT

1.7 ACADEMIC ORG. UNIT

1.5 SUBJECT

6.2 ORG. UNITThe enterprise data model is made up of a number of different domains.

A domain is an area of activity within the organisation that contains related business processes.

For each enterprise entity a description is completed. This description includes the fields:

Definition Types Relationships Attributes Rules & regulations Source system(s)

St k h ld2 3

Legend

one and only one

2.1 PROGRAMENROLMENT

1.3 PROGRAM OFFERING

4.1 LOCATION 3.2 TIMETABLE EVENT

1.6 SUBJECT OFFERING

2.2 SUBJECT ENROLMENT

Example Domain – Curriculum Management

Data Governance Board

Stakeholders Comments

2 3

enrols

PARTY

EMPLOYEE

STUDENT ALUMUS

APPLICANT

PROSPECT

RESEARCHER

AFFILIATE

taught by

COMPANY

A person can be

may become

A party can be

PERSON

may become

may become

JOB

requires investigation

[NAME]

[NAME]

entity

one or many

zero or many

zero or one Example Entity Details - Employee

15

7ACADEMIC UNITACADEMIC UNIT

OFFERING

enrols in

taught in

ORGANISATION UNIT

adminsters

SPACE LOCATION

POSITION

OCCUPANCY

ACADEMIC ORG UNIT

ACADEMIC UNIT RESULTS

responsible for

have

CHART OF ACCOUNTS

COST CENTRE

have

contains

charged to

supplied by

responsiblefor

offered at

corresponds to For each entity attribute, details are completed for

the mapping to source and any business rules that are to be applied for enterprise implementation.

Entity Attributes & Business Rules

Has the responsibility to ensure the means by which data assets are defined, controlled, used and communicated for the benefit of CSU.

With a key role in educating, communicating and promoting the importance of good data asset management throughout CSU.

1 7responsible for

PROPERTYcontains / contained in

expensed to

Enterprise Data ModelThe logical model of master data entities and the relationships between entities.

This is a living model of what is important to CSU, therefore it may evolve or change over time.

4 8S t r a t e g y v s I s s u e M a t r i x : S o r te d b y D a t a I s s u e s p e r P ro je c t & P ro je c t s p e r D a t a I s s u e

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B a n n e r U p g r a d e 2 1 2 2 2 2 2 2 2 2 2 2 1 2 2 2 2 2 2 2 2 2 1 2 2 1 1 2 2 2 2 2 1 1 1D a ta A r c h it e c tu r e P r o j e c t 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1C A S I M S v 2 co m m u n i ty s o u rc e 1 1 1 1 1 2 2 1 1 1 2 2 2 2 2 2 2 2 2 1 2 1 2A l e s c o U p g r a d e 1 2 1 2 1 2 2 1 2 2 2 2 2B u s in e s s In te lli g e n c e ( D IT 0 0 8 ) 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1S c h o o ls In f o r m a ti o n M a n a g e m e n t S ys te m ( A S C 0 0 0 1 ) 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1T e a ch e r A d m in i s t ra t i o n S y s te m ( D IT 0 1 6 ) 1 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1A s s e t M a n a g e m e n t S ys t e m ( A S C 0 0 0 7 ) 2 1 2 2 2 2 1 2 2 2 1 2C o h o r t D e fi n it i o n T o o l 1 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1T i m e t a b l e v 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1O n li n e e v a lu a ti o n o f s u b je c ts 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1R e - C o n c e p tu a li s i n g C o u r s e a n d S u b je c t P l a n n in g a t C S U 1 1 2 2 2 1 1 2 2 1 1 1 2O L E P r o g r a m 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1C o m m u n ic a t i o n s D i r e ct o r y / N e tw o rk s R e g is tr a t i o n S y s te m 1 1 1 1 1 1 1 1 1 1 1 1 2 2C o n ta c t C e n tr e S ys te m U p g r a d e ( D IT 0 0 5 ) 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1V i r tu a l L e a rn i n g E n vi r o n m e n t 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1S p a c e M a n a g e m e n t T o o l ( A S C 0 0 0 4 ) 1 1 1 1 1 1 1 1 1 1 1 2 1 1 1 1L o g i n p ro c e s s r e d e ve l o p m e n t 1 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1H E I M S 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1D i s c i p l in e C o d e P r o je c t 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1S tu d e n t S e r v i c e s C R M ( D IT 0 1 5 ) 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1A c t iv e D i re c t o r y u p d a t e 1 1 1 1 1 1 1 1 1 1 1 1O n li n e H a n d b o o k ( D IT 0 1 1 ) 1 1 1 1 1 1 1 1 1 1 1 1A s k C S U (D IT 0 0 7 ) 1 1 1 1 1 1 1 1 1 1 1 1C a s u a l S t a f f A c c e s s ( D IT 0 0 6 ) 2 2 1 1 1 1 1 2 1 1B u d g e t m a n a g e r s o n li n e 1 1 1 1 1 1 1 1 1 1 1F e d e r a t e d Id e n ti ty M a n a g e m e n t 1 1 1 1 1 1 1 1 1 1 1C S U S t a f f P o r ta l (D IT 0 0 3 ) 1 1 1 1 1 1 1 1 1 1 1R e d u c ti o n o f s u b je c t c a t a l o g u e 2 2 1 2 1 1 1 1S u b j e c t M a t e r i a l s P r e p a r a ti o n F o r m ( S M P F ) u p d a t e 1 1 1 1 1 1 1 1 1 1 1A d m i ss i o n s O n l in e P r o j e c t V 1 . 0 ( A S C 0 0 2 2 ) 1 1 1 1 1 1 1 1 1 1 1G ra d e e n tr y ( A S C 0 0 2 1 A ) 1 1 1 1 1 1 1 1 1 1 1S a k a i 1 1 1 1 1 1 1 1 1 1 1F a c i li t i e s A u d it D a ta b a s e ( A S C 0 0 0 3 ) 1 1 1 1 1 1 1 1 1 1

D a t a I s s u e

Pro

ject

s

To establish & maintain good governance, the process of determining master data includes security classification and the identification of a Custodian.

Master Data Governance

Data Issue ResolutionIdentifying opportunities to address and prioritise data issues through project activities.

46

8D e l e g a t i o n s P r o j e c t 1 2 1 1 1 1 1 1O n li n e L e a r n in g E n v ir o n m e n t G a te w a y ( D IT 0 1 2 ) 1 1 1 1 1 1 1 1 1 1O n li n e T r a v e l A u th o r i s a tio n a n d B o o ki n g (A S C 0 0 1 5 ) 1 1 1 1 1 1 1 1 1 1E F T P a ym e n t s to C re d i t o r s P ro j e c t (A S C 0 0 0 9 ) 1 1 1 1 1 1 1 1 1 1C o u r se A v a il a b l it y L i s t 1 1 1 1 1 1 2 1E a s ts R e -V a m p 1 1 1 1 1 1 1 1 1In te r n a ti o n a l s tu d e n t a c c e s s 1 1 1 1 1 1 1 1 1T e r m i n a ti n g U se r s P r o ce s s R e v i e w 1 1 1 1 1 1 1 1 1O n L in e R e q u is i t io n i n g ( A S C 0 0 1 6 ) 1 1 1 1 1 1 1 1 1U n i v e r s it y C R M ( D IT 0 2 1 ) 1 1 1 1 1 1 1 1 1L i b ra r y a u th e n ti c a ti o n /i d e n t i f ic a ti o n to e x te r n a l p r o v i d e r s 1 1 1 1 1 1 1 1C o u r se s u b j e c t c o s ti n g m o d e l ( A S C 0 0 1 2 ) 1 1 1 1 1 1 1 1E - B o x U p g r a d e 1 1 1 1 1 1 1 1T r a n s p o rt M g m t a n d B o o k i n g S ys te m P r o j e c t ( A S C 0 0 1 3 ) 1 1 1 1 1 1 1 1W i re l e s s A c c e s s 1 1 1 1 1 1 1 1T r a v e l C a r d ( D i n e r s C lu b ) P r o je c t ( A S C 0 0 0 8 ) 1 1 1 1 1 1 1 1e - p o r tfo l io ( D I T 0 0 9 ) 1 1 1 1 1 1 1 1U n i x a u th e n it c a t io n th ro u g h L D A P 1 1 1 1 1 1 1 1A U Q A 1 1 1 1 1 1 1 1C S U U n if i e d S e s s i o n M o d e l 1 1 1 1 1 1 1S u b j e c t E n t r y P o i n t ( S E P ) 1 1 1 1 1 1 1F a c u l ty R e s tr u c t u r e 1 1 1 1 1 1 1C S U P r a c ti c u m S ys te m ( D IT 0 0 4 ) 1 1 1 1 1 1 1R e s i d e n ce s a n d C a te r i n g V 1 - 2 (A S C 0 0 1 9 ) 1 1 1 1 1 1 1A l u m n i U p g ra d e 1 1 1 1 1 1 1O n L in e P a y m e n ts b y D e b t o r s a n d O t h e r N o n S tu d e n t s P r o j e c t ( A S C 0 0 1 7 ) 1 1 1 1 1 1P r e c e d e n t C r e d it M g m t D a ta b a s e 1 1 1 1 1C e n tr a li s e d C S U C a l e n d a r 1 1 1 1 1P l a g ia r is m M a n a g e m e n t ( D IT 0 1 4 ) 1 1 1 1 1e R e s e a r ch 1 1 1 1 1O P A S t a g e 2 (D IT 0 1 3 ) 1 1 1 1 1T R IM P r o j e c t V 1 - 1 (R e co r d s M a n a g e m e n t ) ( A S C 0 0 2 3 ) 1 1 1 1 1F i l e T r a n s fe r In te r n a t io n a l ( D I T 0 1 0 ) 1 1 1 1IT IL p ro j e c t 1 1 1 1

ati

ve

Projects / Inititatives vs Data Issues Matrix

Data Issues Register

P For the ongoing use and maintenance of master data, various governance responsibilities and guiding principals have been established.Details issues related to current data assets that are

limiting the population and improvement of an enterprise master data repository. Example issues include competing sources of data, currency, and inconsistency.

6


Data

How would you use this?How would you use this?

Created the BREAF ProjectCreated the BREAF Project

• B – Banner• R – Recruiting• E – Enrolment• A – Alumni• F – Financial Aid and Awards

Developed data standards and governance policies and then implement addresspolicies and then implement address integration

Strategy vs Issue Matrix: Sorted by Data Issues per Project & Projects per Data Issue

dent

ifier

s

s ity, s

ourc

e

ted

field

cts

not i

n

ve s

ubje

cts

finiti

on

n ty

pe id

d P

oint

s nshi

ps

L els

and

Org

y, S

ite

hool

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entit

y,

staf

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ppin

g

ype

id fi

eld

eld

n tit

le fi

eld

clev

els

to

ty id

fiel

d

e at

tribu

te

field

Data Issue

(52)

Par

ty e

ntity

, dup

licat

e id

(115

) Rol

e en

tity,

sou

rce

(42)

Loc

atio

n en

tity,

sou

rce s

(49)

Org

anis

atio

nal U

nit e

nti

(46)

Loc

atio

n en

tity,

Res

trict

(127

) Sub

ject

s en

tity,

sub

jec

sour

ce(1

27) S

ubje

cts

entit

y, in

activ

(71)

Par

ty e

ntity

, Log

in fi

eld

(43)

Loc

atio

n en

tity,

Site

def

(48)

Loc

atio

n en

tity,

Loc

atio

(124

) Stu

dent

ent

ity, s

ourc

e

(87)

Pro

gram

ent

ity, s

ourc

e

(23)

Job

ent

ity, s

ourc

e

(131

) Sub

ject

s, D

urat

ion

and

valu

e(7

) Cou

rse

rela

ted

defin

ition

s

(47)

Loc

atio

n en

tity,

rela

tion

Inac

tive

subj

ects

on

the

SAL

(49)

Org

Uni

t map

ping

cle

veco

des

(149

) Sub

ject

Offe

ring

entit

ylo

catio

nid

Pro

gram

offe

ring

entit

y

Par

ty e

ntity

, cas

ual s

taff

(69)

Par

ty e

ntity

, Em

ail f

ield

Sub

ject

cod

e nu

mbe

ring

Con

veni

ng a

nd te

achi

ng s

c h

(110

) Pro

gram

Com

pone

nt e

sour

ce(4

9) O

rg U

nit m

appi

ng h

on.

AO

Us

Occ

upan

cy to

GL

code

map

Adm

issi

ons,

TA

C c

odes

(119

) Spa

ce e

ntity

, sou

rce

(21)

Fac

ility

ent

ity, F

acili

ty ty

(19)

Fac

ility

ent

ity, s

ourc

e

(136

) Sub

ject

ent

ity, F

OE

fie

(82)

Pos

ition

ent

ity, P

ositi

on

(49)

Org

Uni

t map

ping

div

. cA

OU

s(1

8) E

mpl

oyee

ent

ity, F

acili

t

Cou

rses

ent

ity, a

war

d na

me

(22)

Fac

ility

ent

ity, L

ocat

ion

Banner Upgrade 2 1 2 2 2 2 2 2 2 2 2 2 1 2 2 2 2 2 2 2 2 2 1 2 2 1 1 2 2 2 2 2 1 1 1Data Architecture Project 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1CASIMS v2 community source 1 1 1 1 1 2 2 1 1 1 2 2 2 2 2 2 2 2 2 1 2 1 2Alesco Upgrade 1 2 1 2 1 2 2 1 2 2 2 2 2Business Intelligence (DIT008) 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1Schools Information Management System (ASC0001) 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1Teacher Administration System (DIT016) 1 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1Asset Management System (ASC0007) 2 1 2 2 2 2 1 2 2 2 1 2Cohort Definition Tool 1 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1Timetable v2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1Online evaluation of subjects 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1Re-Conceptualising Course and Subject Planning at CSU 1 1 2 2 2 1 1 2 2 1 1 1 2OLE Program 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1Communications Directory/ Networks Registration System 1 1 1 1 1 1 1 1 1 1 1 1 2 2Contact Centre System Upgrade (DIT005) 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1Virtual Learning Environment 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1Space Management Tool (ASC0004) 1 1 1 1 1 1 1 1 1 1 1 2 1 1 1 1Login process redevelopment 1 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1HEIMS 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1Discipline Code Project 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1Student Services CRM (DIT015) 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1A ti Di t d t 1 1 1 1 1 1 1 1 1 1 1 1Active Directory update 1 1 1 1 1 1 1 1 1 1 1 1Online Handbook (DIT011) 1 1 1 1 1 1 1 1 1 1 1 1Ask CSU (DIT007) 1 1 1 1 1 1 1 1 1 1 1 1Casual Staff Access (DIT006) 2 2 1 1 1 1 1 2 1 1Budget managers online 1 1 1 1 1 1 1 1 1 1 1Federated Identity Management 1 1 1 1 1 1 1 1 1 1 1CSU Staff Portal (DIT003) 1 1 1 1 1 1 1 1 1 1 1Reduction of subject catalogue 2 2 1 2 1 1 1 1Subject Materials Preparation Form (SMPF) update 1 1 1 1 1 1 1 1 1 1 1Admissions Online Project V1.0 (ASC0022) 1 1 1 1 1 1 1 1 1 1 1Grade entry (ASC0021A) 1 1 1 1 1 1 1 1 1 1 1Grade entry (ASC0021A) 1 1 1 1 1 1 1 1 1 1 1Sakai 1 1 1 1 1 1 1 1 1 1 1Facilities Audit Database (ASC0003) 1 1 1 1 1 1 1 1 1 1Delegations Project 1 2 1 1 1 1 1 1Online Learning Environment Gateway (DIT012) 1 1 1 1 1 1 1 1 1 1Online Travel Authorisation and Booking (ASC0015) 1 1 1 1 1 1 1 1 1 1EFT Payments to Creditors Project (ASC0009) 1 1 1 1 1 1 1 1 1 1Course Availablity List 1 1 1 1 1 1 2 1Easts Re-Vamp 1 1 1 1 1 1 1 1 1International student access 1 1 1 1 1 1 1 1 1Terminating Users Process Review 1 1 1 1 1 1 1 1 1Terminating Users Process Review 1 1 1 1 1 1 1 1 1On Line Requisitioning (ASC0016) 1 1 1 1 1 1 1 1 1University CRM (DIT021) 1 1 1 1 1 1 1 1 1Library authentication/identification to external providers 1 1 1 1 1 1 1 1Course subject costing model (ASC0012) 1 1 1 1 1 1 1 1E-Box Upgrade 1 1 1 1 1 1 1 1Transport Mgmt and Booking System Project (ASC0013) 1 1 1 1 1 1 1 1Wireless Access 1 1 1 1 1 1 1 1Travel Card (Diners Club) Project (ASC0008) 1 1 1 1 1 1 1 1e-portfolio (DIT009) 1 1 1 1 1 1 1 1Unix authenitcation through LDAP 1 1 1 1 1 1 1 1gAUQA 1 1 1 1 1 1 1 1CSU Unified Session Model 1 1 1 1 1 1 1Subject Entry Point (SEP) 1 1 1 1 1 1 1Faculty Restructure 1 1 1 1 1 1 1CSU Practicum System (DIT004) 1 1 1 1 1 1 1Residences and CateringV1-2 (ASC0019) 1 1 1 1 1 1 1Alumni Upgrade 1 1 1 1 1 1 1On Line Payments by Debtors and Other Non Students Project (ASC0017) 1 1 1 1 1 1Precedent Credit Mgmt Database 1 1 1 1 1Centralised CSU Calendar 1 1 1 1 1

8.5 ROLE 8.7 PERMISSION8.6 PERMISSION ASSIGNMENT

6.2 PARTY

2.1 PROGRAMENROLMENT

6.1 EMPLOYEE6.3 STUDENT

6.4 ROLE ASSIGNMENT

2.2 SUBJECT ENROLMENT

5.1 JOB3.1 SPACE

Identity Mgmt

S M tCurriculum Mgmt

Identity Mgmt

Space Mgmt

Fac MgmtEmployee MgmtStudent Admin


Organisation

WhoWho


Organisation WHO

• PeoplePeople• Groups of people• Structures of people• CommitteesCommittees• Stakeholders• Relationships



Understand your organisation• Understand your organisation• Help your organisation understand itselfp y g


Division of Information Technology : Stakeholder Interactions Stakeholder Key Interactions Customers

• Users of Existing Services– Students and Staff (Academic and Administration)

• Main contact point for all support issues goes through service • Requirements ; incident handling;change requests

• Research & L&T • Liaison roles to provide advice to inform & optimise use of technology roadmaps

• Strategic Advice and Services

• Organisation Units that facilitate CSU processes (Faculties/Schools/Divisions/Offices)

• Project Services :(BA, PM, Mentoring, Framework, Admin support) • Point Application Solution Services – software, infrastructure, networks • Advice; Consulting • Records Management Services: TRIM Implementation; Policy review and development; Support; 3• Enterprise architecture roles and interactions with the business in general wrt direction, strategy etc• ??Central program office role and coordination as per current role (knowledge management)

• The Enterprise, incl. Executive Decision

makers Project Services :(BA, PM, Mentoring, Framework, Admin support)

• Enterprise architecture roles and interactions with the business in general wrt direction, strategy etc • Enterprise Application Solution Services – software, infrastructure, networks • Infrastructure support; BCP; Strategy; • ??Central program office role and coordination as per current role (knowledge management) • Facilitate governance processes • Executive decision support • Impact statements, guidance, advice

Provision of Enterprise services

• Enterprise (?) Application Solution Services – software, infrastructure, networks • Infrastructure support; BCP; Strategy; Advice; Consulting

13

StudentEncompassing:

Undergraduate, Postgraduate, Research & Int’l students in any mode (DE, Internal, Mixed,

corporate, fee paying)

Research & Consultancy

ClientsStaff

Industry & Professional

Bodies

Other Faculty(e.g service subject,

facility sharing,

Community(Regional, National &

International)

Faculty Stakeholder Map

Funding Bodies

Other Institutes(credit pkg)

Research Centres

Regional, National & Int’l Engagement

Other Divisions

Common GovernanceCommon Partners

Bodies

Scholarships & Teaching

Collaborations

University Council

SEG

Senate & Associated Committees(UCPC, APC)Other Faculty

(e.g double degree)

y g,marketing)

Legislation(Federal & State)

Professional Bodies

Industry Partnerships

(Accreditation, grad emp, secondments)

Int’l & DomTeaching Partners

TAFE

CRGT

FACULTY

Schools, incl. Academic, Admin and Research Staff

Dean &Faculty Office incl

Admin Staff

Boards & Committees

Prof. Accrediting Registration

Bodies

Heads of School

& t gage e t

Research Partnerships 4

Service ProvidersDivision of Centre for Enhanced

CollaborationsIndustry and Community

Groups

Offi f Pl i

Sub-Deans, CC’s, Discipline groups

Technical Staff

Ad i B di &

Australian Research Council

Enterprises(Science &Ag)

P ti

Other GovernanceInternational

Strategy Committee(Commerce) DOCS

(Education)

Committees(Ethics, Biosafety)

Unique Partners

EDUCATIONDET

Murray Darling Education Consortium

Schools

HEALTH STUDIESClinical ProvidersOther Institutes

ARTSST Marks

NSW PoliceAIPM

United Theological College

COMMERCEWRI

Study GroupUASB SCIENCE & AG

Other Institutes24

Division of Information Technology

Centre for Enhanced Learning and

Teaching (CELT)

Learning MaterialCentre

Division of Human Resources

Division of Financial Services

Division of Student Services

Division of Facilities

ManagementCSUSAB Division of Marketing

Office of International

Relations

Division of Library Services


Centre of Research &

Graduate Training

Office of the Vice Chancellor

Office of Planning & Audit

Academic Secretariat

Advisory Bodies & Consultancies

Casual Staff

Practicum Suppliers

Org

anis

atio

nal A

rchi

tect

ure

Service Providers

Common GovernanceCommon Partners

Division of Information Technology

Centre for Enhanced Learning and

Teaching (CELT)

Learning MaterialCentre

Division of Human Resources

Division of Financial Services


StudentEncompassing:

Undergraduate, Postgraduate, Research & Int’l students in any mode (DE, Internal, Mixed,

corporate, fee paying)

Research & Consultancy

ClientsStaff

Industry & Professional

Bodies

Scholarships & Teaching

Collaborations

University Council

Industry and Community

Groups

SEG

Division of Facilities

ManagementCSUSAB Division of Marketing

Office of International

Relations

Division of Library Services


Centre of Research &

Graduate Training

Senate & Associated Committees(UCPC, APC)Other Faculty

(e.g double degree)

Other Faculty(e.g service subject,

facility sharing, marketing)

Community(Regional, National &

International)

Faculty Stakeholder Map

Legislation(Federal & State)

Professional Bodies

Industry Partnerships

(Accreditation, grad emp, secondments)

Int’l & DomTeaching Partners

TAFE

Funding Bodies

Other Institutes(credit pkg)

CRGT

Office of the Vice Chancellor

Office of Planning & Audit

FACULTY

Schools, incl. Academic, Admin

and Research Staff

Dean &Faculty Office incl

Admin Staff

Sub-Deans, CC’s, Discipline groups

Boards & Committees

Prof. Accrediting Registration

Bodies

Technical Staff

Heads of School

Academic Secretariat

Advisory Bodies & Consultancies

Casual Staff

Research Centres

Regional, National & Int’l Engagement

Australian Research Council

Other Divisions

Enterprises(Science &Ag)

Practicum Suppliers

Other GovernanceInternational

Strategy Committee(Commerce) DOCS

(Education)

Committees(Ethics, Biosafety)

Research Partnerships

Unique Partners

EDUCATIONDET

Murray Darling Education Consortium

Schools

HEALTH STUDIESClinical ProvidersOther Institutes

ARTSST Marks

NSW PoliceAIPM

United Theological College

COMMERCEWRI

Study GroupUASB SCIENCE & AG

Other Institutes

Division of Information Technology : Stakeholder Interactions Stakeholder Key Interactions Customers

• Users of Existing Services– Students and Staff (Academic and Administration)

• Main contact point for all support issues goes through service • Requirements ; incident handling;change requests

• Research & L&T • Liaison roles to provide advice to inform & optimise use of technology roadmaps

• Strategic Advice and Services

• Organisation Units that facilitate CSU processes (Faculties/Schools/Divisions/Offices)

• Project Services :(BA, PM, Mentoring, Framework, Admin support) • Point Application Solution Services – software, infrastructure, networks • Advice; Consulting • Records Management Services: TRIM Implementation; Policy review and development; Support; • Enterprise architecture roles and interactions with the business in general wrt direction, strategy etc • ??Central program office role and coordination as per current role (knowledge management)

• The Enterprise, incl. Executive Decision

makers Project Services :(BA, PM, Mentoring, Framework, Admin support)

• Enterprise architecture roles and interactions with the business in general wrt direction, strategy etc • Enterprise Application Solution Services – software, infrastructure, networks • Infrastructure support; BCP; Strategy; • ??Central program office role and coordination as per current role (knowledge management) • Facilitate governance processes • Executive decision support • Impact statements, guidance, advice

Provision of Enterprise services

• Enterprise (?) Application Solution Services – software, infrastructure, networks • Infrastructure support; BCP; Strategy; Advice; Consulting

Stakeholder Model

Each organisational unit has a detailed stakeholder model. This is a generic faculty model. It places the person or group in question in the centre and their stakeholders around the outside according to type. Each stakeholder has a relationship with the central group. The details of the relationship can be collected and detailed according to the above interaction template. Stakeholder models assist you in ensuring you consider all your stakeholders and is also used to develop process models and service catalogues

Interactions Template

Introduction to EA

14


Applications

IT ServicesIT Services

BCIT’s EA ModelBCIT s EA ModelStrategy and Policy


Strategy and Policy


Data Infrastructure

Presentation


Security



What Applications have we got?• What Applications have we got?• What condition are they in?y• What Applications do we really need?

H h h ld d?• How much should we spend?• Who do these Applications support?pp pp

T d thi ill d• To do this you will need …


• Your definition of an ‘Application’

• A list of ‘Applications’

Classified in a variety of ways… Classified in a variety of ways… With numerous attributes about each


CSUAn application:

• Is made up of components of softwaresoftware

• Delivers a cohesive unit of functionalityy

• Supports a business process or processes

f• Has a fundamental purpose• Is managed as a single

‘system’system

CSU Application InformationCSU Application InformationGeneral

• Application NameO

Classifications

Enterprise LevelO

Base Technologies

• Data• Application Owner• Purpose• Version

S t d til d t

• Opportunistic• Innovative• Departmental

E t i

• Database• Code (incl. language)• Applications Support

/Supportability• Supported until date• Systems Officer• Product Vendor• Support/Maintenance

• Enterprise• Generic

Life Cycle

/Supportability• Application documentation• Operating system• Network• Support/Maintenance

Vendor• Criticality (derived)• SLA reference

Life Cycle• Consider• Research• Invest

Network• Hardware• Storage• Application ServersSLA reference

document• Health review date

(due date)

• Invest• Steady• Retire• Extinct

Application Servers• Web Servers

Extinct

BCIT Application Portfolio AttributesBCIT Application Portfolio AttributesApplication Name Executive SponsorApplication NameApplication TypeApplication Server

Executive SponsorBusiness OwnerTechnical Managerpp

App Server OSData ServerD t S OS

gTechnical OwnerStrategic Governance DefinitionsT h l Lif l D fi itiData Server OS

App Devel EnvTechnology Lifecycle DefinitionsService Level Agreement (SLA)Implementation Yearp

Web EnabledAuthentication Vendor High Availability StorageAuthenticationAuthorizationIdentity Source

Depends on Supports Test Environ

DR RTO RPO

A bit more about Technology Lifecyclegy y

Watch

Conntain


Applications


Application ProfileApplication Profile

B d k d li i f li i f A 200Based on known and current application portfolio matrix as of Aug 2007

Application Development pp pEnvironments

LAMP Li A h SQL d• LAMP = Linux, Apache, mySQL and PHP (primarily used to deliver Web Applications)

• Oracle = combination of Oracle Forms and PL/SQL

• Domino = Lotus Notes applications that are deployed as Windows and/or Web clientsclients

• Java = combination of Oracle and Jboss Java applications

• HTML = mark-up language for the web• Access = departmental apps using• Access = departmental apps using

Microsoft Access

Being Reactive and Proactive with APMBeing Reactive and Proactive with APM

Reactive – Incident/Problem Proactive – ComplexityBanner IE 7 incident leading to customer Managing Complexity analysis of theBanner IE 7 incident leading to customer service problem

Managing Complexity – analysis of the Application Portfolio to develop standard Solutions Profiles

Reactive – Incident/Problem Proactive – ComplexityQ th A li ti P tf li t fi d ll Q th A li ti P tf li t fi d llQuery the Application Portfolio to find all web enabled apps with Business and Technical Owners = Dynamically built a test plan for all web apps

Query the Application Portfolio to find all the technologies we use to deliver applications/services = Articulate Solution profiles and look for redundanciestest plan for all web apps profiles and look for redundancies


Process

HowHow


• Enterprises are complicated and complex

• Everyone has a different view / perspective /Everyone has a different view / perspective / window / frame / ref point

W d• We need a constant

• An org chart isn’t enough


Organisational Overlays?• People• Committees

• Regulations• Working Parties

g y

Committees• Events• Locations

Working Parties• Rules• Stakeholders

• Data• Procedures

• Hot Spots• Strengths

• Systems• Initiatives

• Weaknesses• Goals

• Risk• Projects

• Roles• Pain Points

• Easy wins • Strategy


Organisational Constants?Organisational Constants?

O i ti WhOrganisation Who

Location WhereLocation

Rules, Controls, Strategy Why

Events When

Things (assets, programs, subjects, …) What

Process How

Prepare Implement O t

Core Processes Stream 1: LEARNING & TEACHING

Accredit PrepareTeaching strategies

Learning materials

Arrange Library, IT ,Lab resources

Select Students

Implement

Teaching - Practicums

Student Learning- Access resources

Course co-ordination– Determine student

progress

Outcomes

Graduates

Graduate employment

Grad.further studies.

Performance related funding.

Review

Course ReviewGraduate and Industry feedback

Evaluate Learning & Teaching

Accredit

Accredit Courses

Accredit subjects

Determine Academic Regs./Standards /Graduate attributes

p g

Scholarship of Teaching

D t i C d

Core Processes Stream 2: RESEARCH & GRADUATE TRAINING

Determine Course and Discipline Profile

P I l t Outcomes Review

Review performance and priorities

Review partnerships

Evaluate RHD

Prepare

Secure funding.Develop Partnerships.Develop resources –IT, Labs, Facilities.

Select Research Higher Degree(RHD)

Implement

Conduct Research.

Prepare theses

Supervise RHDs.

Outcomes

Publications, Reports,

External Application

Theses

Performance related funding

Plan

Determine policies,goals and priorities.

Select/Accredit Research concentrations Evaluate RHD

programsStudents

Train supervisors

fundingconcentrations.

Provide Human Resources/Attract high quality staff

Provide Financial Services

Manage Building and Infrastructure Develop Staff

Provide Student welfare services

Provide Business Process Support

Services (IT, Projects)

Develop Flexible Learning Solutions

Provide Student Administration

Services

Provide Accommodation

and Catering Facilities

Provide Library Services

Provide Transport and Travel Services

Provide Secretariat Services

Marketing e.g.,-Manage alumni

-Manage enterprises

Manage Partners

Provide Learning Materials

Implement Risk Management Framework

Develop Strategic Plans

Develop Corporate and Operational

Plans

Governance Processes

j )

Review PerformanceDevelop Budgets

Secure Government

Research funding (IGS, RFS, RIBG)

Manage Research Centres

Planning Processesp

Manage Change Manage Corporate communication

CouncilFulfil compliance

Reporting obligations

Ensure audit compliance

Ensure legal compliance


Process ModelProcess ModelWh t d ( h t d ?)• What we do (what you do?)

• Conceptualp• Stable

I d d t• Independent• Primitive • Integrative• Useful - process is the hub



Understand what your organisation does• Understand what your organisation does• Help the org make change more effectivep g g


Prepare ImplementReview


Accredit4

COURSE ACCREDITATION

Teaching strategies

Learning materials

Identify & Request Library, IT ,Lab resources, staff

Attract Students

Select Students

Teaching -Deliver Practicums


Co-ordinate courses

Determine Student progress - Subject

Determine Student Progress - Course

Graduation – process transcripts

Outcomes

Graduates

Graduate employment




Review

Review Course

Gather and Review Graduate and Industry feedback

Evaluate Learning & Teaching – School Perspective

Evaluate Learning & Teaching – Student Perspective

Accredit Courses

Accredit subjects

Determine Academic Regulations

Determine Graduate attributes

re 01

2

3ARTSCOMEDUCHEALSCIE 35


Core Processes Stream 2: RESEARCH & GRADUATE STUDIES

Review


Prepare

Identify, Assess, Allocate funding(DEST Operational &

Implement

Conduct & Manage Research

Outcomes

Publications of High Quality & Impact

Plan

Determine & Communicate Policies, Goals and rc

hite

ctur ProcessUnderstanding Effectiveness Efficiency InformationInfrastructure /SystemsSupport Consistency Compliance Uni Outcome FacultyOutcome

Health Criteria

1p

Review of Policies

( pIndustry)

Developing Culture & Capacity

Identifying & Developing Partnerships

Securing & Maintaining Human Resources – Intra CSU

Securing & maintaining non human resources & external Agencies

Attract, Select & Fund R hHi h

Supervise RHDS & Other Post Graduate Students undertaking Research

Managing & Monitoring Partnerships

Managing & Nurturing RHDS, Post Graduate Students Undertaking Research and Staff

Impact Increase Completion Rates in Higher Degrees

Enhanced Research Impact

Attracting funding

Performance related funding (DEST)

Enhanced Research expertise

Profile &

,Priorities, with regard to Research, RHD & Post Graduate programs with a research component

Identify Research & RHD concentrations for funding by RMC (DEST)

Accredit Research concentrations

roce

ss A

r





Enabling Processes





Services







-Manage enterprises

Manage Partners


Research Higher Degree Students

Support Supervisors

Reputation of CSUP

r

Issue Impact Improvement opportunity Enabling Processes Prioritisation (1-5, 1= least important)

The Approval Process is deadline driven by an external agency i.e., by DEST

Timeframes are imposed and external compliance factors bear upon the process. Additional stress on staff

Communicate clearly to the Academic community as to what are the controls over the process. E.g. Billboards, Calendar prompts, P&A communiqués, publish timelines, What’s new. P&A, Secretariat and Faculties to collaborate on designing mechanisms.

4

No performance criteria associated with course approval process, esp. Cost of approval.

Consideration for establishing metrics for course approval to assess effectiveness.

5

Differing timing, documentation, requirements associated with CSU

t l dit ti Th i

The number of professional bodies that Faculty of Health St di d l ith k thi

Synchronise wherever possible the CSU and external review processes.

4 4Implement Risk Management Framework



Plans



Secure Government



Planning Processesp






Develop the Service

Review & Improve Service

Performance

Core 2: Provide & Maintain Services (Note 1) & Infrastructure(Note 2)

Determine Standards & Requirements

Identify/Review Service Need

Current

Core 1: Support Users

Manage Incidents & Problems

Review & Improve Support

Performance

Understand Services &

Infrastructure

Receive & Manage requests

Action Requests

Build/Maintain/Improve Service

Deliver Services

Retire/Replace Services

Division of Human Resources Process Model

Version Date Author Comment

1.3 9/11/06 E. Hage Changes post Workshop 2

Note 1: Services 1. Workforce Management ServicesE.g. Reclassifications, promotions etc2. Consultancy/Planning Supporte.g Workforce planning, training needs assessment, management of change, redundancies etc3 Employee Lifecycle (Refer flowbelow)

versus external accreditation. There is adifferent process for every course which results in duplication of workload.

Studies deals with makes this a significant problem & cost

Key players are Faculties, Senate and Secretariat.

Considered an administrative task by academics and little effort is made to understand completion requirements. No reward for this vs. reward for research activities.

Sometimes results in policy being ignored. This has improved from the pre-CASIMS days. Constitution of the Faculty Courses Committee has assisted in the improved compliance however the 30% of courses that are still getting through with insufficient /inadequate documentation needs to be addressed

Use of Sub-Dean Course Quality has significantly improved this. Cultural shift needed to change the perception of this as an admin process to and academic/admin process. Consider means to create an appreciation of the value of this work.

4 4Performance

Core 3: Provide Strategic HR Direction

Service NeedDetermine Standards

Understand the University in the environment in

which it operates

Future EvaluateDevelop Future

DirectionsScan the environment

Service – EMPLOYEE LIFECYCLE

InductionOrientationProbationTraining

DevelopmentCareers ManagementMentoringProfessional DevelopmentAcademic PromotionTrainingPerformance Mgmt

MaintenanceSalary AdminPosition ReclassificationsEstablishmentRemunerationLeaveSuperannuationInjury Management

SupportEmployee RelationsEnv. Health & SafetyEEOGrievance & dispute handling

Exit SeparationInterview

3. Employee Lifecycle (Refer flow below) 4. Reporting (including compliance, regulatory)5. Organisational EH&S Support6. Casual Staff (incl. Volunteers, Adjunct, Honorarys)

Note 2: Infrastructure 1. CSU Distinguished Frameworks Eg. EBA, IDP, OD, OHSMS, EEOMP2. Policy & Procedure Eg. internal policy, registers 3. HR System SupportEg Alesco, Chemwatch, ELMO, EO Online4. Compliance Eg , external legislation

Recruitment AttractionSelectionNegotiate/OfferAcceptanceRelocation

2

Prepare

Teaching strategies

Learning materials

Identify & Request Library, IT ,Lab resources, staff

Attract Students

Select Students

Implement

Teaching -Deliver Practicums


Co-ordinate courses

Determine Student progress - Subject

Determine Student Progress - Course

Graduation – process transcripts

Outcomes

Graduates

Graduate employment




Review

Review Course

Gather and Review Graduate and Industry feedback

Evaluate Learning & Teaching – School Perspective

Evaluate Learning & Teaching – Student Perspective


Accredit

Accredit Courses

Accredit subjects

Determine Academic Regulations

Determine Graduate attributes






Enabling Processes




Plans






Services




Review Performance



Develop Budgets

Secure Government



Planning Processes


-Manage enterprises

Manage Partners







Core Processes Stream 2: RESEARCH & GRADUATE STUDIES

Review


Review of Policies

Prepare

Identify, Assess, Allocate funding(DEST Operational & Industry)

Developing Culture & Capacity

Identifying & Developing Partnerships

Securing & Maintaining Human Resources – Intra CSU

Securing & maintaining non human resources & external Agencies

Attract, Select & Fund Research Higher Degree Students

Support Supervisors

Implement

Conduct & Manage Research

Supervise RHDS & Other Post Graduate Students undertaking Research

Managing & Monitoring Partnerships

Managing & Nurturing RHDS, Post Graduate Students Undertaking Research and Staff

Outcomes

Publications of High Quality & Impact Increase Completion Rates in Higher Degrees

Enhanced Research Impact

Attracting funding

Performance related funding (DEST)

Enhanced Research expertise

Profile & Reputation of CSU

Plan

Determine & Communicate Policies, Goals and Priorities, with regard to Research, RHD & Post Graduate programs with a research component

Identify Research & RHD concentrations for funding by RMC (DEST)

Accredit Research concentrations

Develop the Service

Review & Improve Service

Performance

Core 2: Provide & Maintain Services (Note 1) & Infrastructure(Note 2)

Core 3: Provide Strategic HR Direction

Determine Standards & Requirements

Identify/Review Service NeedDetermine Standards

Current

Understand the University in the environment in

which it operates

Future EvaluateDevelop Future

DirectionsScan the environment

Core 1: Support Users

Manage Incidents & Problems

Review & Improve Support

Performance

Understand Services &

Infrastructure

Receive & Manage requests

Action Requests

Build/Maintain/Improve Service

Deliver Services

Retire/Replace Services

Division of Human Resources Process Model

Version Date Author Comment

1.3 9/11/06 E. Hage Changes post Workshop 2

Service – EMPLOYEE LIFECYCLE

InductionOrientationProbationTraining

DevelopmentCareers ManagementMentoringProfessional DevelopmentAcademic PromotionTrainingPerformance Mgmt

MaintenanceSalary AdminPosition ReclassificationsEstablishmentRemunerationLeaveSuperannuationInjury Management

SupportEmployee RelationsEnv. Health & SafetyEEOGrievance & dispute handling

Exit SeparationInterview

Note 1: Services 1. Workforce Management ServicesE.g. Reclassifications, promotions etc2. Consultancy/Planning Supporte.g Workforce planning, training needs assessment, management of change, redundancies etc3. Employee Lifecycle (Refer flow below) 4. Reporting (including compliance, regulatory)5. Organisational EH&S Support6. Casual Staff (incl. Volunteers, Adjunct, Honorarys)

Note 2: Infrastructure 1. CSU Distinguished Frameworks Eg. EBA, IDP, OD, OHSMS, EEOMP2. Policy & Procedure Eg. internal policy, registers 3. HR System SupportEg Alesco, Chemwatch, ELMO, EO Online4. Compliance Eg , external legislation

Recruitment AttractionSelectionNegotiate/OfferAcceptanceRelocation

Pro

cess

Arc

hite

ctur

e

Process Information

Standard information collected about all processes (left).

Information about issues, impact and priority also collected (below).

Core Process Health Assessment (above) - evaluation based upon standard weighting across number of criteria

Enterprise Process Model (above)

A conceptual view of the fundamental University Processes independent of structure, strategy, time and place. University wide involvement in development.

Processes are provided by type:- Core (the raison detre), Enabling (those that enable the core, planning and governance

Issue Impact Improvement opportunity Enabling Processes Prioritisation (1-5, 1= least important)

The Approval Process is deadline driven by an external agency i.e., by DEST

Timeframes are imposed and external compliance factors bear upon the process. Additional stress on staff

Communicate clearly to the Academic community as to what are the controls over the process. E.g. Billboards, Calendar prompts, P&A communiqués, publish timelines, What’s new. P&A, Secretariat and Faculties to collaborate on designing mechanisms.

4

No performance criteria associated with course approval process, esp. Cost of approval.

Consideration for establishing metrics for course approval to assess effectiveness.

5

Differing timing, documentation, requirements associated with CSU versus external accreditation. There is a different process for every course which results in duplication of workload.

The number of professional bodies that Faculty of Health Studies deals with makes this a significant problem & cost

Synchronise wherever possible the CSU and external review processes. Key players are Faculties, Senate and Secretariat.

4

Considered an administrative task by academics and little effort is made to understand completion requirements. No reward for this vs. reward for research activities.

Sometimes results in policy being ignored. This has improved from the pre-CASIMS days. Constitution of the Faculty Courses Committee has assisted in the improved compliance however the 30% of courses that are still getting through with insufficient /inadequate documentation needs to be addressed

Use of Sub-Dean Course Quality has significantly improved this. Cultural shift needed to change the perception of this as an admin process to and academic/admin process. Consider means to create an appreciation of the value of this work.

4

Enabling Processes (left)

Have their own core processes. A generic process model for all enablers includes:-- support customers- provide services and infrastructure- provide strategy and advice

0

1

2

3

4

ProcessUnderstanding

Effectiveness Efficiency InformationInfrastructure /

SystemsSupport

Consistency Compliance Uni Outcome FacultyOutcome

Health Criteria

COURSE ACCREDITATION

ARTSCOMEDUCHEALSCIE

Introduction to EA

19


Process


Enterprise Process ThemesEnterprise Process Themes

• Information Infrastructure and Systems Supportpp

• The Student Relationship*C t S t*• Customer Support*

• Business Managementus ess a age e t• Change Management• Process ownership*• Research and Research ManagementResearch and Research Management

Prepare Implement O t


Accredit PrepareTeaching strategies

Learning materials

Arrange Library, IT ,Lab resources

Select Students

Implement

Teaching - Practicums


Course co-ordination– Determine student

progress

Outcomes

Graduates

Graduate employment



Review

Course ReviewGraduate and Industry feedback

Evaluate Learning & Teaching

Accredit

Accredit Courses

Accredit subjects

Determine Academic Regs./Standards /Graduate attributes

p g


D t i C d

Core Processes Stream 2: RESEARCH & GRADUATE TRAINING


P I l t Outcomes Review


Review partnerships

Evaluate RHD

Prepare

Secure funding.Develop Partnerships.Develop resources –IT, Labs, Facilities.

Select Research Higher Degree(RHD)

Implement

Conduct Research.

Prepare theses

Supervise RHDs.

Outcomes

Publications, Reports,

External Application

Theses

Performance related funding

Plan

Determine policies,goals and priorities.

Select/Accredit Research concentrations Evaluate RHD

programsStudents

Train supervisors

fundingconcentrations.









Services







-Manage enterprises

Manage Partners





Plans


j )


Secure Government



Planning Processesp






Quality RFCD Research

Output

CSUDC Subject Person Load Grant

ASCED PBF Income Cost

A new entity in our Enterprise Data Model tied it all together

RES CTRSUBJECT

PREFIXES

CRICSADV, CO

M, JRN, MST, TH

M

ART DES, GEM, G

RP, JWD, MPI, PH

T, SLV, TVP, TXT,

VFX, VPACSU Disc

ipline Profile 200

8

FACULTYCSUDC

DESCRIPTION

COMUNCommun

ication

CR

DSVISDesign a

nd Visual Produc

tion

ILWSART, DES

,

ENGLIEnglish

LIT, WRT

ETHPHEthics an

d Philosophy

CAPPEETH, PHL

HISTOHistory/

Art History

HST, IRS, POL, VI

S

HUSERHuman S

ervices

GER, HCS, LES, SP

E, SWK, WEL

JUSTUJustice S

tudies

JST

PEARTPerform

ing Arts

ILWSACT

POLEMPolicing,

law enfmnt & em

mgmtCEPS

EMG, GPM, PPP

PSYCHPsycholo

gy

PBRFPSY

SOCIOSociolog

y

ILWSANT, CLT

, SOC, SRM, SSC

THEOLTheolog

y

PACTTHL, MIN

ACCOUAccount

ing

ACC

ting

CRICSISY, ITC

ILWSECO, FIN

CRICSBUS, DBA

, DBL, ELT, HRM,

INR, LAW, MBA, M

GT, MHT, PAD, TR

M, ULM

MKT MS EMT, EPI

Arts

ACCOU

COMPUComputi

ng

ECFINEconom

ics and Finance

MANAGManage

ment

CRI

MARKTMarketin

g

MKT

MASTAMathem

atics and Statistic

s

MTH, QBM, STA

CURICCurriculu

m Studies

EMA, EMC, EMH,

EML, EMM, EMR,

EMS, EMT,

ECHILEarly Chi

l

ea in higher education - charles sturt universityfull dayyp workshop / seminar at educause 2008 in...

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