LJMU Enterprise Architecture Pilot (LEAP) John Townsend Deputy Director (Corporate Information Systems)

Background & Context LJMU commitment to the European Foundation for Quality Management Excellence Model – winner of the 2008 UK Excellence Award Associated implementation of Balanced Scorecard approach to strategic management Well-established Development Programme using Managing Successful Programmes approach – coherent approach to managing all IS/Process projects – aligned with corporate strategy & Excellence Model requirement to manage by fact & process

Background & Context Major investment in Oracle applications and technology Existing Information Systems Architecture project taking first steps in EA development New Governance structure with senior mandate to oversee Architecture & Principles

Pilot Objectives to gain familiarity with the TOGAF approach to incorporate existing work into the TOGAF approach to apply TOGAF to the Student Recruitment, Development and Support domain, completing first-cut Business, Information Systems and Technology architecture models for the area to evaluate the success of the approach in engaging with senior management to evaluate the success of the approach in aligning business objectives with information systems to evaluate the success of TOGAF in supporting SOA approaches to provide the basis for continuing EA/SOA work

Approach (emergent) implement a Governance structure that mandates Architecture development, develops Principles and gives Executive Board level endorsement start assimilating artefacts/learn about TOGAF select a tool (BiZZdesign Architect) model the EA across the whole organisation at a high level, to give context/connectivity select a burning platform to go into detailed EA and demonstrate business value (in LJMUs case, Student Recruitment, Development & Support – driven by a high profile two year project to transform student administration)

Key Areas of Activity TOGAF: training & familiarisation, attendance at Open Group Conferences Tools: review & evaluation of possible tools; deployment of selected tool Business Architecture: review & assimilation of existing artefacts Governance: promotion through Governance structure & development of Information Management Principles Research: reading ref other/alternative approaches eg Enterprise Architecture As Strategy; Dynamic Enterprise Architecture; attendance at various events e-Framework: workshop & familiarisation

TOGAF TOGAF to EA like PRINCE2 to Project Management – seems too big, may be best treated as toolkit, use what works Is a process – fairly neutral on what an EA may look like, what tools may be used, practicalities of modelling The ADM seems to conflict with our use of MSP – from LJMU point of view, there is a point at which the ADM would hand over; equally, parts of the ADM seem to fall into the institutional strategic planning process Trick seems to be to align what youre already doing with the ADM and fill in the gaps, rather than start with a blank sheet of paper

Strategic planning/ Governance Programme Management

Tools All research suggests a deployment of a comprehensive EA tool is essential Reviewed various options – Telelogic, Oracle, Orbus – settled on BiZZdesign Architect Based on the Archimate modelling language BiZZdesign delivered training & follow up Beginning to get to grips with using tool, developing models in the area of Student Recruitment, Development and Support Using with Business Seems to be right choice, as easy as an EA tool gets, particularly good in managing relationships

LJMU Architecture

Governance Critical in obtaining Senior Management buy-in LJMU existing investment in new Governance structures Ref workshop later

Information Management Steering Group Business Membership Development Programme Business Membership IT Steering Group Business Membership Architecture Principles InfrastructureBusiness Applications Needs IT Membership Investment & prioritisation Methodologies: MSP ITIL Monitoring Compliance Review

Governance – IM Principles 1. Information is a valuable shared institutional resource and must be managed appropriately throughout its lifetime. 2. Information should be available to those who need it (ideally anytime, anywhere, and anyhow) subject to security and acceptable use policies. 3. University information must be trustworthy (relevant, accurate, timely, secure) 4 All members of the University community are personally responsible for managing the information they create and use. 5. Information management should add value to the University community. 6. The status of information sources (e.g. definitive/primary, derived/secondary) must be clearly defined and only definitive/primary sources should be updated. 7. Information management must comply with external statutory and regulatory requirements. 8. Information management principles will inform IT principles. 9. There is a common vocabulary and data definition. 10. The University is responsible for assisting staff to work in the most effective ways possible.

Research & Evaluation Alternative approaches: Dynamic Enterprise Architecture (DYA) Discussions with Oracle UK extending into meetings with Griffiths Waite, Oracle consulting partner & EA/SOA specialist Engagement with EDUCAUSE EA constituent group (ITANA) & BCS Architecture Group Interest in Dutch SaNS group, taking an EA approach to implementation of Oracle Campus Solutions

Outcomes/Next Steps Overall high-level Architecture in place Architecture for Student Recruitment, Enrolment & Development modelled in Architect SUMS in relation to Enrolment in development for e- Framework Architecture approach recognised as beneficial, further EA work mandated as part of major project to move from the Oracle Student System to Oracle Campus Solutions by 2010 Working with Griffiths Waite, Oracle EA/SOA consultancy, to progress this

e-Framework/SUMs

e-Framework/SUMs

Questions/Issues Need to establish specific EA resource – Enterprise Architect as staff role Is Open Group membership necessary/beneficial for the future? Will BiZZdesign Architect prove to be the best tool in the longer term?

Some Initial Conclusions Good Governance is essential EA is not something you do just to have one – needs to be applied where can deliver business benefits, if cant, dont bother Its the journey, not the destination!

Whichever route you choose, remember that EA is a path, not a destination. EA has no value unless it delivers real business value as quickly as possible. One of the most important goals of any EA is to bring the business sides & the technology side together so that both are working effectively towards the same goals. Roger Sessions, ObjectWatch, May