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1 Introduction: Ladan Heit Current role: Enterprise Architect Responsible for building and maintaining an accurate and holistic view of the institution s IT capabilities in a logical and structured framework This presentation - titled Enterprise Architecture (A Process not a Product) will provide a high-level view of the Enterprise Architecture process and journey at Laurier 1

2 Agenda will carry through: A quick overview of the ERP at Laurier The events and conditions that led to start of EA Overview of what has been accomplished to this point Mention of our plans for future Sharing lessons learned Take questions 2

3 Laurier is a Banner school One of the very first Canadian institutions to implement Banner 1.0 in 1991 Currently using Banner 8.6 with a scheduled upgrade to 8.8 later in 2016 Using all of its major modules (Alumni, Finance,...) Also have some of Ellucian s other products in place (BDMS, Recruiter,...) 3

4 Banner: Is the main repository of our institutional data We use it for all of our major administrative functions It is customized We have only one production instance But (while navigating to the next slide) It is interfaced with about 40 other applications These are everything from internally hosted applications to web-based products and external agencies 4

5 5

6 1. Trigger 2. Choice 3. Model 4. Scope 5. Framework 6. Content (Repository) 6

7 A program initiated by the Academic Services in 2013: With the goal of modernizing and enhancing our service delivery to our students Launched a detailed review of Student-Centric business processes conducted by an external consulting firm The purpose of this exercise was to identify opportunities for process improvement so we could continue to meet the students expectations in an effective and efficient manner The review process revealed: Laurier was practicing traditional/historical business processes In order to accommodate our business practices Banner had been customized significantly The customization to Banner (over the years) had disabled some of its delivered and modernized features The executive summary from the review had explicit recommendations which included: Documenting our data and application architecture strategy Configuring Banner to a more baseline state in order to benefit from the modern features of the product which had been disabled due to our heavy and invasive customization 7

8 The recommendation on configuration of Banner to a baseline state resonated with the ICT; we had been aware of this need for some time To fulfill this we were faced with two options: o De-customize our implementation of Banner in a selective and targeted manner OR o Fresh implementation of Banner out of the box and start from the beginning Regardless of the strategy we were faced with a major transition to carry us from a current state to a future state The main elements of this transition were: o Knowledge and understanding of our current or as is state o Definition and understanding of our future state o A road map or a plan of transformation We started with documenting the high-level details of the current state and this marked the start of the Banner Application Architecture (BAA) at Laurier 8

9 So Enterprise Architecture to us at this point was defined as Producing a highlevel and structured view of our ERP (Banner). In establishing a model for this exercise we knew that we needed a view of our ERP from two fundamental perspectives: Technical and Functional So the BAA model was established with two main components: o Business component high-lighting the function perspective and o Engineering component high-lighting the technical perspective Some elements of the Business component had already been developed during the investigation phase of the Enrolment Services Review program; we had some low-level diagrams of business process and log files of functional steps etc So we decided to put our energies into developing the Engineering component 9

10 Our focus on the Engineering component of the BAA started with identifying a scope. There are four main dimensions of BAA: o Banner Application Suite; the modules within and the integration between them o The integration between Banner and non-banner applications which were hosted on campus o The integration between Banner and non-banner applications outside of Laurier; these were external agencies or other 3 rd party applications which were not hosted on site o The infrastructure & technology supporting and facilitating this whole environment 10

11 Once the scope of the BAA was indentified we worked on developing a framework for the repository of the artifacts that we were planning to create. Throughout this exercise, from the beginning and even now, our guiding principles can be summerised in two words: high-level and structured We kept these principles in developing our framework as well Decided that our framework will consist of catalogues and diagrams in form Excel and Visio files with a few Word documents These artifacts would capture the essential aspects of Banner which were defined in the scope: o Integration between Banner and other applications o Reports being extracted from Banner for institutional operations and decision-making o The customizations and enhancement which were applied to the product o And the infrastructure supporting the entire set up 11

12 Within the boundaries of this framework we created the following artifacts and started populating them. Report Catalogue Interface Catalogue Interface Diagrams Enhancement Catalogue Server Infrastructure Server Configuration Details 12

13 1. Establishment of a Governance Model for the BAA 2. Starting the development of the Business Component of the BAA 3. Creation of the ICT Architecture Group 3 main focus areas: Expansion of EA, Impact Analysis, Establish and promote Architecture Discipline 4. Expansion of the definition and scope of EA 5. Impact Analysis 13

14 Once the repository of the artifacts were established a governance model was required to maintain them and keep them accurate and up-to-date. Maintenance of the BAA had to be included in the same governance model that maintained the Banner code. Banner governance model consists of two main streams Modifications to Banner are introduced: o either through the maintenance & operations OR o through project intake o either way a request is received, reviewed, approved and passed on to Development and Release (While navigating in the BAA Repository Box) BAA Repository is updated in parallel with Banner Code Repository 14

15 As we continue to expand and maintain the Engineering Component of the BAA... (While navigating in the BUSINESS box) We have also started shifting our focus to developing a framework for the Business Component of the BAA And again, our keywords being high-level and stuctured, we have 2 sets of artifacts identified for the Business component and those are: o Business Process Diagrams o Business Process Narratives 15

16 Business Process Diagrams are designed to show o the details of a function from a very high-level view o in a layered format o and without getting into specific functional steps And the Business Process Narratives are very short and concise Word documents that accompany the diagrams 16

17 A significant accomplishment for us has been the formation of the ICT Architecture Group (ICTAG) ICTAG formed in May 2015 with full support of our CIO and IT Leadership The team consists of subject matter experts representing all the ICT domains and groups plus a technical expert from our Library system It is a very well functioning team; meets bi-weekly and on a regular basis There are currently 11 mandates assigned to the ICTAG which generally hover around the 3 main themes: o Develop and maintain a structured and integrated view of all of ICT capabilities in an architectural framework o Review and analyze the requirements of all major IT projects; calculate the implications of change o Provide input in initiating and prioritizing IT projects affecting components of the architecture 17

18 We have made some good progress in operationalizing these mandates. For the first theme: establishing an architecture framework for all of ICT capabilities we: o started with the framework which we already had established for the BAA o polished and standardised the templates o identified the additional artifacts that had to be developed to provide a view of all the major ICT capabilities o started to develop the artifacts Developing the additional artifacts was additional work It had to be done by the ICTAG members It was additional work that didn t come with dedicated budget or resources The challenge was scheduling the work and tracking the progress 18

19 At this time we started consulting with the Info-Tech Research Group Received some guidance from their experts in establishing an effective approach to developing content for our EA repository Their recommendation was to (budget or no-budget), treat the process as an official project o develop a project charter o identify a list of deliverable o assign individuals to the tasks o estimate hours of work o determine a timeline o ask for commitment o go after it! This is exactly what we did The status of our deliverable (completed artifacts) on Nov. 23 rd, 2015 was this 19

20 The status of our deliverables on Jan. 29 th,2016 was this all completed for phase I 20

21 The second theme of the mandates: Review, analyze and assess impact of change; ICTAG established two ways of addressing this mandate: Developed a template for collecting and documenting details of critical and fundamental elements and requirements of any IT project Established a formal engagement with the PMO in the Definition and Planning phases of IT projects 21

22 Our Solution Impact Analysis and Assessment Document is designed in a very simple and clear format. It has, so far, proven to be a very effective tool for assessment as well as documentation purpose It has segments dedicated to the high-level details of o Business Architecture o Technical Architecture o Enterprise Transition o Enterprise Security o Program Management 22

23 ICTAG s established engagement with the PMO, within specific phases of PM Methodology, are captured in the PMO documents and we have a quick view of them here. 23

24 24

25 Continued expansion and improvement of EA Framework Improve the maturity level of architecture discipline within the institution Develop and document the other architectural domains of our enterprise 25

26 Our future plans for Enterprise Architecture at Laurier is focused on the following 3 objectives: o Continued expansion of the EA framework o Improving our maturity level of architecture discipline o Developing the remaining domains of Enterprise Architecture I will speak to each of these very quickly in the next couple slides 26

27 We intend to expand the EA framework o Organically o Through Change-Management and PM Governance o Delivering the required architectural components are now included in the list of deliverables for all the major IT projects o Project timelines include the delivery of the EA artifacts 27

28 Improving the maturity of Architecture Discipline needs some work: We continue with opertionalizing the ICTAG mandates We need to formalize the existence of ICTAG o developing and circulating a charter and o articulating and communicating our guiding EA principles Currently we have one non-ict member on the team the technology expert from the university library system; we would like to have technical representations from other areas of the university And finally representation from our business units These are all thoughts under development Strategies for accomplishing them have not been developed yet 28

29 And we are aware that we have started our EA development from the bottom of this pyramid and would like to get to develop our Data and Business Architecture models as well. These are big and major initiatives; our current plan is to incorporate them in some capacity in the resources and funding of the very large IT projects. For instance start our Data and Information architecture through our potential Data WareHouse Project and some form of our Business Mappings through our Disaster Recovery Project. 29

30 A very quick review of Lessons Learned... 30

31 These are not necessarily lessons but rather what worked for us. 31

32 32

33 Thank you for your time and attention. 33

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