rmit s ea journey - university library · 2011-12-05 · rmit university©2011 information...

RMIT’s EA Journey

Organisational Change: Enterprise Architecture and transformational projects

Michael Scouller

Outline

• Explore RMIT’s EA journey through time (over 2010 and 2011)– How has EA been applied? (in particular modelling)– What has worked well?– What hasn’t worked so well

• RMIT going through transformation– Strategic Plan 2015– ICT Plan 2015 (supported and underpinned by EA)– New operating model

RMIT University©2011 Information Technology Services 2

Before EA: Early 2010

• Architecture

– Small Architecture team

– Architecture focussed on infrastructure technical implementation

– Architecture acting as proxies of infrastructure teams (siloed teams)

– Few standards and defined processes (No ITIL)– Heavy operational workload

• Projects were treated tactically not strategically

– Project scope not programme scope

– Replication of capability

– Limited reuse

– Proliferation of technologies


Timeline of EA journey

• RMIT Strategic Plan (global, urban and connected)• ICT begins to plan• PEAF framework selected – consideration and training

Mid 2010 EA stirrings

• Vietnam – Australia application to function mapping• Choosing a meta model• Tool selection and Abacus

Late 2010EA adoption

• New IT Director encourages EA and establishes ITIL• Populating the model (applications-functions-organisation• Governance processes and maxims

Early 2011New management

• Team enlargement and culture• PEAF meta model and CMDB• Reduction of operational tasks

Mid 2011Expansion

• New operating model and structure• TOGAF Reference Models• Increased ICT governance

Late 2011Reorganisation


Vietnam Application to Function mapping


Presenter

Presentation Notes

November 2010 – Vietnam executives will discuss ICT crossover with Melbourne Asked to develop model which maps applications to function Surprised that no such model exists Pro: very well received; springboard to further development Con: IT focussed Con: Not yet established EA culture Con: Metamodel very crude Mix of function and organisation Not distinguish platforms from business/infrastructure applications

Define the EA meta model


RMIT

Presenter

Presentation Notes

PEAF meta model

Abacus and Modelling

• Directions to develop models– IT engagement

• Selection of Abacus modelling tool– Budget available– Gartner Quadrant– Metamodel support (PEAF)– Import of Visio and Excel

• Relationship to CMDB– Strategic vs tactical– Keeping updated– Keeping complete


Application to Functional Mapping


Presenter

Presentation Notes

Development of application to function relationship (Populating the model) Request by ICT executive to develop the Vietnam application to function mapping Want to know how ITS supported business functions Gaps Overlaps Development of functional model by executive Settlement on metamodel of PEAF Confirmation of applications and their attributes through ITS interviews and SMITS Very well received.

Expansion and new models


• Team expansion (approx 12 architects)

• Many specialist planning consultants (large contractor workforce)

• New expertise and viewpoints vs more difficult to align

• TOGAF and PEAF alignment

• TOGAF TRM adaptation

• Technology Architecture focus (bottom up)

Presenter

Presentation Notes

Pro: Support skillsets Pro: Very well received Con: No settled meta model Con: Starting with IT first; not focussing on business Con: Heavily modified model from TRM Con: Mix of concepts of business application and technology platform Con: Not fully validated. Con: Not easily imported into Abacus (loose metamodel, conversion issues)

Example: Data Centre Migration and Application Architecture

• Driven by need to free expensive space in city

• Move/upgrade business applications in one of City datacentres to Noble Park datacentre (approximately 300 in number)

• Need for authoritative system: CMDB development (RAS) but not Abacus

• Issues– Strategic (Abacus) vs operational (RAS CMDB) alignment– CMDB focus on technology– How to manage the information being collected and used to make

decision?

– How to keep it semantically consistent? (what model?)

– How to keep it complete and related?

– How to keep it up to date?


New directions and organisational Change

• New proposed operating model and operating structure– Split of architecture function– Challenge to manage governance– Still confusion about what architecture is all about

• Application Architecture– Need to understand which business processes are supported by which

applications (still ICT centric)

• Roadmaps and Future State– 3 year horizon

– Engagement of ICT personnel

• Heat maps

– Identification of areas of urgent large spend


TRM version 2


RMIT Technology Model v2


Presenter

Presentation Notes

Realignment with the TOGAF TRM version 9 model Pro: Skills Pro: Well defined concepts and taxonomy Con: A little dated Con: A lot of conversion Con: Implementation through Visio difficult to import Con: Decentralised management and lack of synchronization.

Example: WTA and Channel Architecture

• Global replacement of CMS and Delivery Engine

• Impacts wide range of channels (web, mobile, social media, collaboration)

• No RMIT business strategy or architecture

• Deep architecture involvement

• Able to leverage technology model to define technology components


Example: PeopleSoft and Integration

• Upgrade from PS 7.6 to PS 9.1

• Introduction of major integration component (Integration Broker)

• Unable to comprehensively take advantage of integration aspects for all PS interfaces to fix:

– Direct database integration (“barnacles”)– Replication of functionality

• Have not identified the logical data model

• Have not identified the integration architecture


Summary

• Current state– Rapid change at RMIT– Architecture still finding its feet– Architecture team still “forming”

• Challenges– Stabilise the architecture practice– Cultural acceptance (especially around governance)– Validation and acceptance of modelling by business and IT.

• Acknowledgements– Keith Frampton, Jon Bell, April Weiss and many others.


Questions


Appendix – Further material


RMIT Strategy

• RMIT’s vision is to be:

• global in attitude, action and presence, offering our students a global passport to learning and work;

• urban in orientation and creativity, shaping sustainable cities and drawing inspiration from the challenges and opportunities they provide; and

• connected through active partnerships with professions, industries and organisations to support the quality, reach and impact of our education and research.


ICT Plan underpinned by EA


Enterprise Architecture Target State

ITS Strategy

ITS Work Plan(s)Initiative 2011 2012 2013

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Initiative 1Activity 1Activity 2Activity 3 Activity 4



2015 ICT Plan ICT Implementation Plan

2015 Strategic & Supporting Plan/s 3-Year Business Plan Business Plan Projects

Initiative 2011 2012 2013Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4












Support

Drive

Presenter

Presentation Notes

Recognition of the place and value of EA

ICT Plan to 2015


Mobility

IntegratedGlobal Access

Collaboration

Sharing

Connected

ICT Enabling The

Transformation

Unconstrained Research

Anywhere, AnytimeStudent

Computing

High Performance Infrastructure

Effective & Efficient

University Operations

Technology Enhanced Learning & Teaching

Presenter

Presentation Notes

ICT Plan 2015 goals

Define the EA meta model


RMIT

Presenter

Presentation Notes

PEAF metamodel

Abacus Example


Presenter

Presentation Notes

Selection of modelling tool (budgeting opportunity) Concerns about not establishing culture and governance Features Gartner Quadrant placement Broad metamodel support (including PEAF) Excellent import capabilities for excel and visio RMIT has a lot of visio assets Difficult to find Difficult to update Difficult to keep in sync.

rmit s ea journey - university library · 2011-12-05 · rmit university©2011 information...

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