Agenda-Enterprise Architecture-Lecture Slides, Slides of Business Management and Analysis

Download Agenda-Enterprise Architecture-Lecture Slides and more Slides Business Management and Analysis in PDF only on Docsity!

Agenda

• Historical Governance – IT Decides/IT Pays

• A Governance Model and EA’s Role

• New Model for IT Governance

• IT Needs Assessment Thoughts

• Questions

Historical Governance – IT Decides

• business and educational areas submit IT

work/want requests to a work list

• IT Services would revise the list semi-annually

and make an assessment

• We used a simple 2 dimensional scale

– stakeholder – compliance, students, faculty,

employees, other

– Payback – under 3 mo, 3-6mo,6-12mo,…

Historical Governance – IT Pays

This approach creates problems:

• When IT decides, there is a lack of

transparency to our clients

• IT is accused of playing favourites or only

responding to the “squeaky wheel”

• Ultimately, IT’s reputation in the client

community is poor

** IT should be informing NOT making these

decisions – push back to the business

“So this is where we get I.T. involved”

Changing Client Value Perceptions

As IT organizations attempt to become strategic partners with their

clients, they first need to gain respect & trust

Strategic Governance Model

Support

Program

Enterprise

Departmental

Innovative

Opportunistic

Funding

Institute

Program

Program

Control

IT

Program = schools or departments

Institute = centrally governed

Enterprise Architecture Philosophy 100 :

When introducing new functions, features, or infrastructure,

we will ALWAYS look at our current vendors and products FIRST.

This will:

• Ensure we are making fiscally sound decisions
• Allow us to leverage existing relationships and licenses
• Avoid unnecessary complexity by introducing yet another

technology to learn and support

• Leverages native integration within existing

vendors/products/features

• Prevent further dilution of ITS staff skill sets

EA100 will then apply the following tests (assuming an existing

vendor or technology can be identified):

• Does the identified solution adequately meet the identified needs
• Is the solution fiscally responsible

If we pass both tests, then we WILL license/implement that solution.

Business Strategy

IT Strategy

IT Alignment without Governance

Lagging

Misalign

Correction

Cross Purposes

Over-shoot & Correct

Over Time

Strategic Directions

= Periods of “Relative Alignment”

= Strategy Change

Business Strategy

IT Strategy

IT Alignment with Governance

Over Time

Strategic Directions

= Periods of “Relative Alignment”

Business Leads IT Strategy

IT Leads Business Strategy

= Strategy Change

New Model for IT Governance

• Vice President of Learning and Technology Services chairs the Technology

Committee

• Membership includes all 6 Vice Presidents
• Enterprise Architect acts in an advisory/consulting role

Process

• VPs present proposals for transformative projects
• Proposals that receive approval move to formal Business Case
• Business Cases are presented to the Technology Committee for

endorsement

• Endorsed Business Cases are submitted to the President’s Executive

Council for funding

IT Needs Assessments thoughts … Relationships

PEC

BCIT

Technology

Committee

Responsible for large, strategic, investment initatives

$1m

All of these are 100% incrementally resourced

ITS Operational

Steering

Committee

IT Services

Assigned resources to core activities and services (the approx 90% of ITS resources) through existing Operations Planning

Responsible for considering and priority ranking all I.T. Needs NOT considered by Tech. Committee

Pan Institutional representation at the tactical / operational level Facilitated & supported^ (eg. Director of Finance, By ITS

Chaired by non-ITS rep For objectivity and transparency Ranked list will be addressed through the approx 10% of non-core ITS base funded resources.

Responsible for Funding approved Business Cases

Still need to:

• ID all channels for work coming to ITS
• Establish firmer criteria for where to direct work for review (eg. When does it go to Tech Comm and when does it go to Op Steering Comm.
• determine cycle frequency for each process
• how transparent should this be

Filter Criteria

I.T. Needs

ATC

Infra. TEK^ IAM^ BCP/DR^ ITS Worklist

ITS

Liaisons

Work is directed to one of five possible outcomes based on review and criteria

BCIT Tech Comm.

• Strategic
• Transformative
• Investment > $1M

ITS Core Services

• Already doing it
• Marginal impact on resources & budget
• No incremental Cap Budget
• Resourced in the approx 90% of existing ITS staff

ITS Core Funded Projects

• reviewed by Ops Steering Comm for ranked priority order
• Resourced by the approx. 10% of remaining ITS staff
• criteria based ranking (see next page)

Recomm. Alt. Delivery

• ASP Model (pay as you go)
• requires little of no commitment from ITS
• Opportunity based

“No” – we can’t do it

• everything else and whatever is not resourced in the Ops Steering Comm list after we have allocated the 10% to the top priority activities

IT Needs Assessments thoughts … Processes

ITS Operational Steering

Committee Criteria for Priority Ranking

(suggestions only)

This committee needs clear terms of

reference and broad membership.

Velocity

Expenses

• Mandatory / legal compliance

Capacity

Satisfaction

Decisioning

Leverage

Market Share

Innovation

Risk

IT Needs Assessments thoughts … Criteria

Questions