new business architecture steering committee meeting planning update september 13, 2001

New Business Architecture

Steering Committee Meeting

Planning Update

September 13, 2001

9/12/20012

SCmeeting_sept13_final

Agenda

Time Topic Desired Outcome

10:00-10:05 Agenda review Confirm objectives for meeting

10:05-10:25 Implementation Strategy

Agreement on strategy to initiate implementation of NBA and confirmed understanding of an enterprise portal

10:25-10:45 Organizational Approach to Implementation

Review key components of project team and suggested team organization

10:45- 10:55 Lessons Learned Understand lessons learned from similar initiatives

10:50-11:00 Next Steps

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Meeting Objectives

• Review general themes from the interviews

• Confirm overall approach to implementing the NBA initiative at Davis

• Understand the components of a project team approach to the NBA

• Review lessons learned

• Confirm next steps

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Themes from Interviews

• Overall support for the creation of a single enterprise portal will provide a unified front end to UCDavis information and systems for everyone with business or activities to conduct with UCDavis.

• Request for a completely user-centered environment offering a wide array of services which will develop life-long campus citizens of UCDavis. This includes prospective students (and parents), students, faculty, staff, and alumni.

• Recognition that an enterprise portal will afford UCDavis the opportunity to transform key business processes and policies through the use of technology to improve service to customers. Business process redesign is critical to the creation of these services.

• Consensus from the interviews indicated the need and desire to establish technology infrastructure standards such as “single-sign-on” and common data architecture.

• Successful implementation requires common goals, campus-wide coordination, devoted resources, and the gradual introduction of change.

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NBA Implementation Strategy

Based on issues identified during the interviews, the NBA initiative at UC Davis should begin with the Business Portal -- by transforming the current MyUCDavis into an enterprise portal.

• MyUCDavis was initiated as a portal designed primarily to serve the needs of students and faculty. Its transformation into an enterprise portal will entail further development into a multifunctional, personalized work environment for all campus users – students, faculty, staff, alumni -- that can be accessed any time, from any place. It provides:

– A framework to integrate and deliver the functionality of many formerly separate information management systems/applications;

– Information management capabilities tailored to support the needs of specific individuals and groups who are participating in work processes or communities;

– A singular access point for transactions and information; and – An extensible framework for enterprise information source/application

integration.

• The benefit of an enterprise portal is that it creates one environment, e-culture, mind share, and new way of working.

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•PPS and HRIS•DaFIS•Student IS•AIS•Research IS•Library IS•Many Others

External Functional Applications

•Financial Management

•News•Weather•Others

Major AdministrativeSystems

Enterprise Portal from a Functional Perspective

Global Internet

MyUCDavis Portal

UC Davis Intranet

Access•Students•Faculty•Staff•Alumni•Prospective Students

• User Interface Standards

−Look and feel

−Navigation • Ease of Use• Personalization• Customization• Secure• More

Data Warehouses

Campus Data &Information

Content & Knowledge

Sources

Middleware Services

• Authentication

• Authorization• Security

Infrastructure• Enterprise

Directory and ServicesWeb-based Functions

• Email• Search Engine• SIS Web• Benefits• Others

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Beginning with this approach provides an opportunity to:

• Leverage the successful work already begun on MyUCDavis and transform it into an enterprise portal

• Demonstrate progress to the community in a unified and modular fashion

• Integrate several of the NBA and campus strategies. For example,

Select NBA Tasks Select Campus Strategies

• Streamline the hiring process • Restructuring DaFIS and PPS training

• Customize training approaches • Facilities realignment

• Redesign key business processes • Workflow between HR and Payroll

• Identify self-service applications • Migrate DaFIS to MYUCDavis

• Adopt industry technology architectures and standards

• Research administration module

• Embed Controls and related policies into business processes and systems

• Enterprise directory

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Transforming MYUCDavis into an enterprise portal is a complex undertaking involving more than just technology. A project of this nature involves rethinking processes, policies and obvious cultural change.

• To ensure the long term success and viability of this initiative, the campus should organize an integrated project team to first answer the following questions:

– Which processes and policies are priorities for transacting business on MYUCDavis? Which should be self service?

– What architecture, technologies standards are required to support these needs?

– What existing web content should be integrated to MYUCDavis?– How should participation and communications be managed on the

campus?

• The following pages illustrate the proposed project team structure to organize the campus NBA initiative.

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Proposed Structure for NBA Initiative • Provide overall sponsorship• Confirm overall scope and

project plan• Review progress at formal

approval points and address any issues

• Approve the recommended action plan Approve budget and resources

• Provide leadership, support and direction to project manager

• Review overall scope and project plan

• Prioritize portal functionality development projects

• Review progress at major milestones

• Recommend investments and allocate resources

NBA Project ManagerNBA Project Manager

NBA Implementation Workgroup(previously Oversight Committee)NBA Implementation Workgroup

(previously Oversight Committee)

NBA Steering CommitteeNBA Steering Committee

Business Process Team


Technology DevelopmentTeam


Change Management Team


• Manage the project on a day-to-day basis -- coordinate, communicate and facilitate all activities and resources

• Draft/manage project plan and budget

• Review project deliverables• Identify additional resources,

as appropriate• Act as main liaison between

project teams• Analyze and take action to

mitigate project risk

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Proposed Structure for NBA Initiative (cont’d)

• Identify business processes, assess needs, and determine priorities

• Redesign processes, policies and procedures

• Identify desired portal functionality

• Identify, develop required workflows

• Implement desired functionality

• Assess current MyUCDavis environment (performance, etc.)

• Evaluate the technical feasibility of functional requirements

• Develop overall systems and data architecture (e.g., XML, IMS, etc)

• Implement middleware functionality (e.g. Enterprise Dir.)

Lead stakeholder management, communications, and training

Understand impact of new systems to current processes, organization and culture

Actively manage change process to help gain maximum benefit of new technology

Implement feedback mechanisms








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Proposed Structure for NBA Initiative (cont’d)


Business Process TeamBusiness Process Team

Change Management TeamChange Management Team

Technology Development TeamTechnology Development Team

Business Needs

Technical Tools

Training and Support

Integrated Team

1 2

3

• Identify business processes, assess needs, and determine priorities

• Redesign processes, policies and procedures

• Identify desired portal functionality

• Identify, develop required workflows

• Implement desired functionality• Assess current MyUCDavis environment

(performance, etc.)• Evaluate the technical feasibility of

functional requirements• Develop overall systems and data

architecture (e.g., XML, IMS, etc)• Implement middleware functionality (e.g.

Enterprise Dir.)

Lead stakeholder management, communications, and training Understand impact of new systems to current processes, organization

and culture Ensure maximum benefit is realized from the change Implement feedback mechanisms

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Characteristics of Project Team Organization

• Proven ability to think objectively and “out of the box”

• Proven ability to challenge traditional methods of conducting business

• Strategic thinking with institutional perspective

• Willingness to take risk and support change

• Leadership

• Good communication skills

• Team player

• Committed to overall goals and the success of the project

• Energetic

The overall goal of the New Business Architecture strategy is transformation. To drive this type of change requires building a project team with a cross representation of campus faculty, management and staff whom have demonstrated the following attributes:

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Lessons Learned

•Transformation projects are complex - - do not underestimate the importance of:− Project governance and team integration

− Experienced project management

− Stakeholder management and communications

− A well planned and managed budget

•Technology is 25% of the solution…organization and process changes are needed to meet project objectives

•Collaboration is essential between business partners, technologists and users

•Build rapid prototyping into project approach to demonstrate progress

•Build a project plan that phases in functionality from high impact areas

9/12/200114


Next Steps

• Gain agreement on moving forward with the NBA by transforming MyUCDavis

• Finalize how the overall project team will be organized and staffed

• Define scope of initial activities for each sub project team

• Business Process– Identification and evaluation of business processes and polices– Prioritization for redesign– Content/Document Management

• Technology Development– Evaluation of MyUCDavis– Systems architecture standards– Middleware Architecture and Development

» Enterprise Directory and Person Registry» Workflow Infrastructure

• Change Management– Communications Planning (NBA Web site, etc.)

new business architecture steering committee meeting planning update september 13, 2001

Documents