uwm cio office 1 enterprise information architecture at university of wisconsin-milwaukee itana...
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UWM CIO Office
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Enterprise Information Architecture at
University of Wisconsin-Milwaukee
ITANA Face2Face/Minneapolis
June 18, 2008
Michael Enstrom/Enterprise Data Architect
UWM CIO Office
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There are three areas of focus identified
in UW-Milwaukee’s mission statement:
• Academic excellence
• Research excellence
• Administrative excellence
UWM has both 125 “centralized” and 100+ “decentralized” technology staff to support these areas of focus, providing a variety of solutions to a multitude of
campus units, in each of these areas. Each has unique sets of needs.
The need for a common frame-of-reference is essential, if we are to adequately meet our mission goals.
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UWM Organizational Services Model(Centralized Services)
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UWM Organization Services Model(De-Centralized Services)
• Constituencies– Students– Partners– Alumni– Community– UWM’s Colleges & Schools
• Health Sciences• Letters & Sciences• Arts• Nursing• Urban Planning & Arch• Engineering & Applied Science• Business• Education• Continuing Education• Social Welfare• Graduate School• Information Studies• UWM Centers/Institutes/Labs
• Services Provided to each Constituency
– Student Services– Research Services– Admin Services– Library Services– Fund-Raising Services– Localized IT Services
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The Challenge: Finding Common Ground
• Centralized services support all University functions & provide shared services
• Decentralized services focus on providing unique, specific services in their respective contexts
• Contexts may differ, while underlying processes can be shared to mitigate duplication of services.
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Providing a solid base for planning
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History of UWM’s EA Team
• Planning started in 2005-2006• Opportunity to Step back and re-assess what
we do and how well we serve our campus• UW-Milwaukee collaborates with UW-System
and other UW campuses to co-develop technological solutions where possible
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How UWM’s EA Team formed
• Newly-appointed CIO defined the vision• Target: to improve flow of information
within (& between) UWM’s 3 Mission areas (academic, research and administrative)
• CIO worked closely with Provost and Vice Chancellors to set UWM’s direction
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First Steps: Activating the EA Team
• Acquire/Re-Purpose Staff with EA experience• Define Scope of EA Team’s activities• Analyze current state, with strongest focus on
developing our “future” state, rather than on “death by micro-documentation”
• Plan EA Team’s strategy (iteratively!)
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Who’s on the EA Team?• Chief Process Architect• Enterprise Data Architect• Operations Architect• Application Integration Architect• Security Architect• Network Technology Architect• Web Architect• Deputy CIO
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Foundations for EA team• Deep commitment to architecture team from both
Provost and CIO• Recognition that the architect(s) don’t live solely in
either IT Land or End-User Land. There’s a constant need to be able to shift between user’s and IT perspectives, at many different administrative levels.
• Growing awareness & buy-in of business-unit Stakeholders in IT planning
• Strong sense of “due diligence,” tempered with the flexibility and willingness to adapt to new approaches
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Identifying “Low-Hanging Fruit”
• Identified “Architecture Principles” as a guide in four areas (“What we believe”)– Business– Data– Application Development– Technology
• Developed “IT Guiding Principles” for centralized and decentralized IT-oriented staff (“How we’ll function”)
• Ongoing collection of data/application/process inventories
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Early Discoveries
• Even if all the stars align, a solution is (at best) only as good as the depth of our understanding of a given problem.
• The most common problem identified has been the misalignment of solutions with the issues those solutions were intended to resolve.
• Root cause isn’t project management or architectural approach, it’s the lack of rigorous requirements management in the Higher Ed environment.
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Initiatives
• BPI methodology development• Process Management Office established• IIBA Requirements Mgmt training for both
IT Staff & business-unit Stakeholders (develop a common language)
• Adapting to “Emerging/Accepted/Best Practice” approach
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In-house Process Development vs. Best-Practice Solutions
There are recognized organizations that address the following areas:
•Project Management (PMI)
•Program Management (Prince2, PMI/PgMgmt)
•Requirements Management & Business Analysis (IIBA)
•Information-System Operation-Planning Standards (CobIT, ITIL)
•Information Security (ISO)
Questions to ask: Do we embrace only “best-practices?” Who chooses?
Will we decide to invent our own approach, instead? Why?Is there a promising “emerging practice” worth considering?
Is there an “accepted” practice which is sufficient?
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COBITCOBIT
Monitor & Evaluate(Department-Level Metrics)
(Six Sigma)
Acquire & Implement(IIBA BABOK)(PMI PMBOK)
(DAMA DMBOK)
Vision & Mission Alignment
Vision & Mission Alignment
Prioritization&
Justification
Prioritization&
Justification
UWM’s “Strategy Universe”
Security Assessment& Remediation Planning
(ISO)
Security Assessment& Remediation Planning
(ISO)
Deliver & Support(ITIL)
Plan & Organize(TOGAF)
(PRINCE2)
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Successes• Facilities Services now using BPI methodology for campus-wide
“service-tracking” system development.• Enrollment Svcs now following recommended practice to define
“Incoming Freshman Testing” data system.• Web-Dev team now applying recommended architecture principles
to ongoing web-content-management projects.• ERP App-Dev team now developing SOA services for “master-
reference data service”• Security team now implementing requirements-based approach for
campus-level security standardization• HR team focusing on business intelligence standards for new HRIS
system• CIT committee reviewing project prioritization approach for final
implementation campus-wide.
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Challenges
• Number of newly-implemented Shadow Systems is slowly decreasing, but still happen occasionally
• Still need to implement Business Analysis staffing/training within business units and IT
• “Governance” will become a significant initiative, as we plan to integrate our “future-state” architecture across HR, Finance, Student Admin & Research systems
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What’s on our radar for next year?
• PeopleSoft HRIS implementation• Upgrading current PeopleSoft Student system• Future PS Financial system retrofit• Major Expansion of Campus to new facilities• Requirements planning for new School of Public Health
& School of Fresh Water Sciences• Formalizing EA processes and documentation
methodology• Data Warehousing/Business Intelligence planning
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State of The Architecture• UWM is expanding its campus and its infrastructure across the
Greater Milwaukee area• Currently defining how we’ll deploy across three main
geographical areas in SE Wisconsin• Expanded focus on Research Computing• Growing use of Data Warehousing• Shifting needs for Business Intelligence to accommodate
newly-defined platforms and business processes• Adoption of new Information Security standards campus-wide• Consideration for legacy support in context of staff turnover• Summary: “Opportunity” exists, on many fronts!
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Recommendations: initial EA Team formation
• Focus on small steps• Develop communications with other
University and College architecture peers• Publish successes often and widely• Communicate issues quickly, and share
how you’ll address each issues• Develop and maintain executive buy-in
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Summary of Process Improvement Approach
Project Management
Implement and
Support
ScopingAnd
Definition
Program Management
Concept&
Vision
Prioritize in Campus-wide Context
Ensure Well-Defined Requirements Brought Into
Project Planning Process
Provide Feedback, to Improve Next Project
Desired State
Current State
Project Management
Concept&
Vision
Implement and
Support
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For More Information:
IIBA Website
www.theiiba.org
Bruce Maas, UW-Milwaukee
Chief Information Officer
Requirements Quest Website
www.requirementsquest.com
Michael Enstrom, UW-Milwaukee Enterprise Data Architect
CoBIT website
www.ISACA.org/CoBIT
Ed Melchior, UW-MilwaukeeChief Process Architect
PMI website
www.PMI.org
DAMA website
www.DAMA.org
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Questions?