1. 5/6/20041 Architecture and Institutional Architects “Working Architects Group” WAGv1: Barton, Fullerton, Gettes, Grady, Poepping, Wasley CSG Virginia.edu, May 2004

2. 5/6/20042 “Architecture” www.webster.com ar·chi·tec·ture 1 : the art or science of building; specifically : the art or practice of designing and building structures … 2 a : formation or construction as or as if as the result of conscious act b : a unifying or coherent form or structure ar·chi·tect Etymology: from Greek architektOn master builder mas·ter an original from which copies can be made www.poepping.org architect one who creatively assembles known components with known behaviors

3. 5/6/20043 IT Architecture Not-exactly-known Components Uncertain Behaviors, Complex Interactions Not New but Not Commonly Understood

4. 5/6/20044 Thesis Domain-specific Architectures become their own stovepipe Focus on Institution IT Architecture

5. 5/6/20045 Introducing the WAG What brought us together –Similar Roles –Similar Ambiguities –Similar Uncertainties –Similar Scotch Our Goal – Better Understanding –Architecture Issues and Requirements –Institutional Architect Applicability –Common Issues, Range of Motion –Role/Approach/Skills/Value Lots of Interest –Hard Problems, Expensive People

6. 5/6/20046 What’s in it for You… Our and other CIO’s –Address Expanding Complexity (Velocity) –Increasingly Interdependent Domains –Gap in today’s approach Other Architects –Does this help you? Can you help? Our Peers are our Institution –“what’s that guy do anyhow?”

7. 5/6/20047 What’s in it for Us Leverage in Collaboration –Strategy, Models, Method, Artifact –Technical Breadth Help in understanding all this stuf Benchmarking –Measurement, Improvement –Technologies Group Therapy

8. 5/6/20048 What’s the Issue? “More” More Computing, More Applications –Not just the NOS anymore –SIS, ERP, Email, Cal/Sched –Network Access, VPN, VoIP, IM, Conferencing –CallCenter, Self-Help, Config Mgmt, Auto-Update –CourseWare, Collaboration, Repositories –Portal, Myriad Ad Hoc applets –Research Applications, Advanced Requirements More Data –Identity, Privacy, Attributes, Roles, Authorizations –Network, Device, Service: Performance, Diagnostics

9. 5/6/20049 And “Less” For Users –Fewer, Easier Interfaces –Less Overlap –“Just Works” 7x24… For Enterprises –Fewer Systems, Interfaces, Transformations –Reduce Low-Layer Complexity –Reduce Distributed Risk –Enable/Encourage Innovation at Higher Layer

10. 5/6/200410 Our Usual Response Abstract Commonality into Infrastructure A Phase in a Cycle –Co-existent –> Interoperable –> Integrated -> Convergent Commonly (Domain-capable) –Network, Platform, Presentation Emerging (Cross-domain) –Enterprise Data –Middleware Services and Methods –Diagnostics

11. 5/6/200411 Cross-Domain Institutional Data –ERP + SIS, but clubs, projects, parking... –Other “data-of-interest” Network Connectivity, Registered Devices, Performance Middleware –Services SSO, Identity/Attribute Management, Authorization, Service Location… –Methods Web Services, Standards, Environments Structured Design – leverage building blocks Diagnostics –Management Console – Network plus Services

12. 5/6/200412 The Gap: Interdependence and Complexity Domain Arch Necessary, Not Sufficient –Convergence Across Disciplines –Complex New Interdependencies –Conflict in Domain-Specific Design Patterns –New Trade-offs Across Disciplines –Language Barriers between Disciplines New Security/Privacy Exposures

13. 5/6/200413 The Need: Institution Architecture Effect –Rationalize Strategies, Focus/Balance Priorities –Inform, Influence Decisions –Improve Predictability Role –Leverage Skills in Your Organization –Complement Management Team –Manage Influence Capabilities - “Broad Depth” –Technical – Network, Security, Middleware, Systems, Application –Customer – Requirements Elicitation, Service Definition –Social – Organizational, Inter-personal, Writing, Presentation –Management – Planning, Tracking, Financing, Negotiation

14. 5/6/200414 Toward Institution Architecture “Common Themes and Range of Motion” –Responsibilities –Approach to Integration –Style/Skills of the Architect –Organizational Placement –Measurement of Value A Sampling…

15. 5/6/200415 Sample Responsibilities Create and Maintain an Architecture –Artifacts/Processes/Templates –Standards/Roadmap/Vision –Team-based Creation (no vacuum) –JIT aspects – respond to Emerging Issues Technology/Product Development Opportunities – Edict or 900lb Gorilla

16. 5/6/200416 More Responsibilities Communicate and Interpret the Architecture –Evangelize and/or Intervene –Translate, Transform, Project –Consult on Project Definition (discovery) –Consult on Implementation (delivery) Integrate the Architecture –Across Drivers; Between Domains; Over Time –Help to set Priorities for Operational Agenda

17. 5/6/200417 Technical Strategies People, Project and Money Management Integration Mission Technique Ability to Execute Customer Requirements Research, Analysis, Service Definition; “Opportunities” Institutional Goals Budget Staff Skills/Expertise Standards Practices Products Goal

18. 5/6/200418 Style/Skills Broad Expertise, Pattern-Matcher Write, Speak, LISTEN Walk a Fine Line –Proclaim/Consult –Expert/Strategist –Gadfly/Catalyst –Leader/Facilitator Other… –Tom’s Fomenter, Scott’s Omnigraffle Jockey –Michael’s Panache –A descent spellor

19. 5/6/200419 Organizational Placement Relationship to Management Structure Relationship to Strategic Implementation Reach: IT-local or Institution-wide We are: –An Individual Reporting to CIO –A Small Group Reporting Below the CIO

20. 5/6/200420 Measurement of Value Click to Add Text No, Really..

21. 5/6/200421 Measurement of Value How? –Empirical Saved money Count Surprises.. –Subjective Feel Better Not much to Share yet..

22. 5/6/200422 Promises, Promises.. In January we said… Explore the Role –Anatomy of Influence; Architecture, but more… Articulate and Synthesize –Review/cook approaches we’re trying out –Share the Story Motivation, Assumptions, Politics Scope, Outcomes, Interfaces Models, Tools, Techniques –Order the Issues Common Themes, Range of Motion, What we don’t know.. 1/8/04 – CSG: Share the Concept I2 Member mtg – Early models, directed feedback May CSG – Policy discussion, broaden participation?

23. 5/6/200423 What Next? Click to add more text Your click…

24. 5/6/200424 What Next? Barton, Gettes: Report at SAC Your thoughts? –Worth additional Effort? –Formalism? –Value proposition? Actions –Follow-up to CSG CIO’s?

25. 5/6/200425 What Else? Architect or Usual Suspect –Opportunities Abound – “Call for Participation” –Value of Contribution –External Commitments –Time Management

26. 5/6/200426 WAG us Please contact: Michael Gettesgettes@duke.edugettes@duke.edu Scott Fullertonfullerton@doit.wisc.edufullerton@doit.wisc.edu David Wasleydavid.wasley@ucop.edudavid.wasley@ucop.edu Tom Bartontbarton@uchicago.edutbarton@uchicago.edu Michael Gradym-grady@uiuc.edum-grady@uiuc.edu Mark Poeppingpoepping@cmu.edupoepping@cmu.edu

27. 5/6/200427 Institutional Architecture WAGv1: Barton, Fullerton, Gettes, Grady, Poepping, Wasley CSG UVa, May 2004

28. 5/6/200428 WAG the DOGMA Working Architects Group Discovering Organizational Groupthink for Managing Architecture

29. 5/6/200429 WAG the DOGMA Working Architects Group Darn Odd Gamut of Mystifying Attitudes

30. 5/6/200430 Institutional Architecture WAGv1: Barton, Fullerton, Gettes, Grady, Poepping, Wasley CSG UVa, May 2004

31. 5/6/200431 Architecture http://www.whitehouse.gov/omb/memoranda/m97-16.html This memorandum transmits guidance to Federal agencies on the development and implementation of Information Technology Architectures. The Information Technology Architecture (ITA) describes the relationships among the work the agency does, the information the agency uses, and the information technology that the agency needs. It includes standards that guide the design of new systems. An ITA makes it easier to share information internally (e.g., agency-wide e-mail) and to reduce the number of information systems that perform similar functions. The ITA provides the technology vision to guide resource decisions that reduce costs and improve mission performance.