|EA Practice at a Glance|
|Submitted by||Greg Charest - Enterprise Architect|
Raoul Servier - Enterprise Architect
|EA team located in||CTO Office in Central IT|
|Roles on EA team||Manager, 2 EAs, 3 Architect Specialist|
|Narrative||The primary foci for the CIO and the EA team have been 1) Alignment, 2) Consolidation, and 3) Optimization. Alignment has been focused on promoting consistent principles, standards, and policies regarding IT capabilities and implementations. Consolidation has been focused on replacing redundant implementations of applications with one consolidated or a multi-tenant solution. Optimization has been focused on packaging IT capabilities as Services and organizing resources for self-service management and delivery.|
|Maturity||Scope Definition (Formed), Engagement (Formed), Impact Assessment (Initiating), Delivery (Initiating), Management (Initiating)|
What is your name and title?
Greg Charest - Enterprise Architect
Raoul Sevier - Enterprise Architect
How did your architecture practice get started?
The current Enterprise Architecture group was formed three years ago under the CTO office as part of a deliberate strategy by the University CIO. Key drivers included: effectiveness (modern IT services), efficiency (cross-organizational deployments and shared services), cost (vendor and operations management), and governance (standards and policies).
The primary foci for the CIO and the EA team have been 1) Alignment, 2) Consolidation, and 3) Optimization. Alignment has been focused on promoting consistent principles, standards, and policies regarding IT capabilities and implementations. Consolidation has been focused on replacing redundant implementations of applications with one consolidated or a multi-tenant solution. Optimization has been focused on packaging IT capabilities as Services and organizing resources for self-service management and delivery.
The EA team is located in the central IT group and is part of the CTO Office. It is composed of one manager, two generalist Enterprise Architects, and three specialist Architects focused on Cloud, DevOps, and User Experience.
The EA team is organized around four centers: 1) Projects, 2) Publishing, 3) Consulting, and 4) Architecture Reviews:
Cloud. SaaS. Consolidation to single or multi-tenant applications. Standardized data integration. Steadfast brand and UX expression.
Our team’s work is heavily dependent on the availability and participation of other teams, making it challenging to plan definitively. We use an Agile planning process through which we identify work to be completed in quarterly time-boxes, taking care to minimize dependencies on teams that are not available and ready to work with us. In addition, we conduct consulting work on a demand-basis.
Harvard is very decentralized so building relationships with School IT and business teams is essential and time-consuming. While there is some central governance, we need to be able to more clearly articulate an EA value proposition in order to build support for EA from the business side. Within the central IT organization, a rapidly changing IT landscape has included a migration to the Cloud, increased use of SaaS, the implementation of ERP and Learning Management systems, security changes, and the application of Agile and DevOps approaches. These have consumed much of our ability to manage and incorporate change.
This is a multi-year roadmap that focuses our project work:
Harvard’s EA web site:
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