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Dashed lines (-----) used to separate institutions. See meeting deck for additional information, https://docs.google.com/presentation/d/1nbb64h04EtHvzjY1UQjT2aP63bNjBrG2oHntoUXyYbI/edit#slide=id.g4ea6386a83_0_60

  • help business units understand change management, testing
  • Value of guardrails for future work, establishing reference architectures, decision tree to provide guidance (e.g., for integration)
    • fairly well received by business units, in part due to the pressure to make progress (crisis mode)
  • "We don't need architects, we need people to do stuff"
  • CIO leadership is good
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  • Executive sponsorship includes CIO
  • Building security into (architecture) review has been effective to add to credibility and adherence to standards. review board sponsored by central IT.
  • cultural aspect - demanding people work for your architects
  • stabilization - implementation part II, operationalizing, actually doing some of the work not done during planning that hinders implementation
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  • data and process focused, business led
  • look for opportunities to consolidate services/systems
  • organizational change management is huge - train and educate early
  • use Lean Six Sigma bench of green belts (LSSGB) and black belts (LSSBB) to assist, 20-25% of university staff have basic Lean Six Sigma training
  • BI team heavily involved, including data architect
  • PMO coordinates the effort
  • funded by central campus, and shifting to cloud first, SaaS first, where those "older technology" resources are repurposed to the enterprise project
  • service owners are expected to be trained to the LSSGB level and have a continuous improvement plan in place
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  • focus on integrations and data flow was funded in the project and managed by the EA program
  • when funding for the enterprise project was finished, advanced capabilities evaporated with little support to sustain
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  • small EA program - focus on standards and adherence to those standards with "architects" across institution. 
  • Further focus on authentication, narrow scope to keep the university out of trouble
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  • EA program playing catch up with the enterprise project
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  • How do we get away from one-shot lifts and move toward an continuous effort?
    • change is part of what we do
    • role of continuous improvement (e.g., service continuous improvement plan)
    • possible role of LSS

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