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Draft Mintues: ITANA call of 05-Dec-2013
Attending
Jim Phelps, University of Wisconsin - Madison (chair)
Mojgan Amini, UC San Diego
Glenn Donaldson, The Ohio State University
Chris Eagle, U. Michigan
Scott Fullerton, University of Wisconsin - Madison
Michael Janke, Minnesota State Colleges and Universities
Karen Hansen, University of Wisconsin - Madison
Paul Hobson, University of British Columbia
Piet Niederhausen
Brenda Reeb, University of Rochester
Brian Savage, Boston College
Rich Stevenson, University of Maryland University College
Jon Terrones, University of Wisconsin - Madison
*********
Links:
ITANA Website: http:=
//itana.org/
ITANA Wiki: https://spaces.at.internet2.edu/display/itana/Home
*********
Update: SOA and API Management Working Group
Jon reported that working group has decided to meet monthly by phone to he=
ar from institutions using WSO2 and their support models. Six institutions =
are participating. Upcoming meetings will be planned soon. Mojgan offered t=
o relay questions to WSO2 consultants working at UCSD.
Update: Learni=
ng Working Group
The group welcomes comments on its draft Teaching and Learning Capability Map.
DISCUSSION
The following article circulated by Jim was discussed:
http://www.fastcodesign.com/3016247/10-lessons-for-desi=
gn-driven-success
The article discusses the importance of design thinking in today's busin= esses, and Jim connected this to an increase in design thinking in architec= ture. For example, the advising initiative at UW-Madison will include a two= hour design session with users and stakeholders working on design prototyp= es.
As an example of a guide to design thinking, see the Stanford University= Institute of Design's Bootcamp Bootleg.
We discussed the sections of the article. The group had the following ob= servations about each section:
1. Design Starts at the Top
The observations here about designers apply to architects as well. Organ= izations benefit from a close working rapport between business leaders and = architects. We can observe a shift from a numbers-driven approach to leader= ship to a design-driven approach in many innovative organizations. An analy= tics-driven approach doesn't work when innovating in a new space for which = little relevant data exists. An architecture practice can be design-driven,= thinking beyond the available data to find a solution that is innovative r= ather than incremental. Particularly in higher education, with tights budge= ts and various pressures, architects are called upon to be innovators and n= ot just analysts.
2. The Apple Myth is Powerful =E2=80=93 and Incomplete
Like the designers discussed in the article, a role of the architect is = to integrate diverse efforts in the university into a whole change. Integra= ting disparate efforts as Apple did is very difficult, but architects can h= elp integrate disparate efforts up front.
3. Today's Disaster is Tomorrow's Triumph
We don't always learn as much as we should from initiatives that don't g= o well. Institutional knowledge about what went wrong isn't captured well. = In many cases institutions don't have good measures in place to evaluate su= ccess, which would be a prerequisite for gathering lessons learned. Pilots = could be better defined with a clear goal of learning from the pilot, which= includes allowing people to make and learn from mistakes without retributi= on. It can be difficult to transfer lessons from an innovative "edge" proce= ss to the whole enterprise. Innovation is made easier in organizations wher= e design (or architecture) has clear ownership.
5. Yes, Virginia, Penny-Wise is Pound-Foolish
Higher education tends to be uncomfortable with putting money at risk, b= ut there are examples like MOOCs of innovations with no immediate revenue = =E2=80=93 at institutions that have a financial buffer. Even institutions t= hat spend a great deal may do so in a risk-averse way that misses opportuni= ties for innovation.
6. Design Hunger is Real
There is real customer demand for good design; our goal should be soluti= ons that provide not just functionality but also ease or enjoyment. A bette= r-designed solution isn't just superficially prettier; it provides real val= ue for users beyond bare functionality. It isn't enough to say that "the us= ers will learn the UI", especially with the pressure of cloud services with= better user interfaces.
7. There's Something New Under the Sun
Coming to problems with a neutral perspective allows designers (or archi= tects) to find new solutions, as in the Coca-Cola example. For example, in = business process redesign, major improvements can come from the actors bein= g willing to approach each other openly and see new opportunities.
8. A Well-Designed Product Does Not Equal a Well-Design Business
As in design, better architected individual solutions, not tied together= , don't necessarily do much for the institution.
9. The Big Picture is a Mass of Details
Like the designers in the article, architects balance long term vision w= ith getting into the details for excellent execution.
10. It is Still Day One
Demands on our solutions continue to increase, with combined demands for= efficiency, cost savings, as well as compelling user experience. The more = we accept that the solutions we have today are temporary, the better able w= e might be to create a comprehensive vision for future solutions.
Wrap-Up: Jim asked how we reflect design thinking into our own architect= ure practices. Rich suggested activities (such as those described in the Stanfo= rd design thinking class) that help incorporate design thinking and bui= ld a practice of design. Another aspect is to find people on campus with de= sign skills and know when to introduce them into a project, to participate = in workshops or retreats and seed conversation. Architects have a set of kn= own models and methodologies, but should look beyond those to introduce new= kinds of design thinking into enterprise projects.
For more ideas see:
ANNOUNCEMENTS
Jim Phelps is making a transition to the University of Washington in Dec= ember and January. Jim will continue as chair but Rich will lead ITANA meet= ings during Jim's transition.
Next ITANA call: Thursday, December 19, at 2pm-3pm East= ern Standard Time