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EA @ UCLan

    Lucy Nelson
  Project Manager
LIS Business Support

           INNOVATIVE THINKING
           FOR THE REAL WORLD
Why EA?
•   EA started to appear in JISC calls
•   EA Foundations Programme Cohort 2
•   Good development opportunity
•   Makes sense
•   Good community




                         INNOVATIVE THINKING
                         FOR THE REAL WORLD
Understanding EA
EA is a methodology and set of tools and techniques used to manage
    organisational change involving ICT, and can be used in combination with
                                     ICT
   Prince2, TOGAF and ITIL to help deliver a specific business and IT change
    Prince2                                             business
   projects.
What separates EA from other methodologies and tools is that it provides a
   holistic and joined-up understanding of the business and supporting ICT:
   making sure these two elements of any organisation – the business and
   ICT – work together properly and are fully aligned, and that the latter –
   the ICT – is led by the former – the business needs
                                                  needs.
The unique selling point of EA is that it allows you to understand the
   relationships and dependencies between the layers that make up most
                       dependencies
   organizations:
    –   Business layer vision, strategy, information, business processes
        Business layer:
    –   Service / application layer data, services, applications
                  application layer:
    –   Technology layer: infrastructure and systems
         Technology layer
                                                            IT divide
It forces you to break away from the typical business and IT divide and silo
                                                                          silo
    mentality. Ultimately EA ensures that the ICT is strategically directed.
     mentality

                                                INNOVATIVE THINKING
                                                FOR THE REAL WORLD
Structure at UCLan
• 35000 + staff and students
• Medium Term Strategy
• Information Strategy (finance, estates, employability, L&T,
    Sustainability, HR, KTS, Student Experience, Information etc.)

•   Information Strategy Group (ISP)
•   ISP Review Group
•   Business Cases
•   PRINCE2 Methodology

                                             INNOVATIVE THINKING
                                             FOR THE REAL WORLD
Strategic ICT Toolkit
• Developed through JISC project
• Self analysis of SICT maturity
• Completed with a range of Directors, Heads,
  Deans, Associate Heads and Senior LIS
  staff.




                        INNOVATIVE THINKING
                        FOR THE REAL WORLD
Results



                                       Maximu
Maturity Results          Totals       m               Standard Maturity Ranges


Strategic Leadership               7        10         Operational        0 - 35
ICT Services                       3        10
ICT Governance                     5        10         Strategic          36 - 48
Comms and Engagement               4        10
Shared Services                    6        10         Transformational   49 - 60
Enterprise Architecture            1        10
Maturity Total                 27




                                                INNOVATIVE THINKING
                                                FOR THE REAL WORLD
Issues raised
•   SMT ability to communicate ICT effectively
•   SMT awareness of ICT Governance
•   General awareness of ICT i.e. shared services
•   ICT governance and reporting not transparent
•   Felt projects were ICT led
•   ISP was not held accountable
•   ISP had no decision making authority
•   LIS perceived to be making decisions
•   Poor communication about progress and
    requirements from School
                              INNOVATIVE THINKING
                              FOR THE REAL WORLD
My observations
•   Not enough time
•   People focus on their areas
•   Not in my back yard
•   Anything with significant ICT becomes LIS’s
    – Perceived as IT led
    – PM write business cases
    – Deliver by hook or by crook
    – Left with initiatives
    – Try to please but get blamed
                             INNOVATIVE THINKING
                             FOR THE REAL WORLD
Fitting EA into UCLan
• We have Information Strategy Panel
• We have centralised ICT
• We have Director of LIS in SMT (plus ear of
  DVC)
• We use PRINCE2 / have Project Delivery
  Group
• We have Medium Term Strategy and an
  aligned information strategy

                        INNOVATIVE THINKING
                        FOR THE REAL WORLD
Why do I think EA will help?
•   Control spending
•   Effective and efficient processes
•   Flexibility
•   Ensure processes and systems align
•   Ensure processes meet the business need
•   We need to ensure value in investments
•   Change attitudes


                         INNOVATIVE THINKING
                         FOR THE REAL WORLD
Trying to introduce EA
• 1st thoughts
  – wont work unless its top down
  – Needs a central not project based approach
• Barriers
  – Reaction to perceived criticism (different story in
    a safe environment)
  – Change fatigue
  – “we already do this” – Not seeing EA approach


                             INNOVATIVE THINKING
                             FOR THE REAL WORLD
Initial activities
•   Reports
•   Presentations
•   Recommendations
•   Line management support




                        INNOVATIVE THINKING
                        FOR THE REAL WORLD
EA “by Stealth”
• Taking an EA approach with projects
  – Business led
  – Process before system
  – Service design review
  – Bigger picture
• Bringing colleagues to EA events
• Running EA event at UCLan
• Review the ISP process through a JISC bid

                            INNOVATIVE THINKING
                            FOR THE REAL WORLD
Projects using EA Approach
• Projects
  – Transformations
     •   TISSUE
     •   Business Upgrade
     •   SharePoint4Collaboration
     •   School Admin Review
  – Course Data
• Cross institutional change projects


                                INNOVATIVE THINKING
                                FOR THE REAL WORLD
Day(s) in the life…
• Bids using EA approach
• Project Board
  – Senior manager buy in to the approach
  – Prevention of negative impact
• Engage the business
  – Workshops : time < impact
• Drip feed / respond to complaints /grumbles -
  “and that’s EA!”

                          INNOVATIVE THINKING
                          FOR THE REAL WORLD
Impact
• Despite resistance…
  – “Actively contribute to the reshaping of a more customer focussed
    environment which exploits the potential for better integration across
    service teams to provide a more streamlined academic support
    package” – objective for all LIS Business Support staff
  – “Effective and agile IT services and business solutions are essential
    if we are to demonstrate the required responsiveness.” - ISP Brief
  – “Continued improvement in streamlining and automating business
    processes” – ISP brief
  – New projects looking at improving and aligning processes
  – Senior Managers discussing aligning projects at Directorate level
  – Project executives asking projects to consider the bigger picture


                                      INNOVATIVE THINKING
                                      FOR THE REAL WORLD

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EA @ UCLan

  • 1. EA @ UCLan Lucy Nelson Project Manager LIS Business Support INNOVATIVE THINKING FOR THE REAL WORLD
  • 2. Why EA? • EA started to appear in JISC calls • EA Foundations Programme Cohort 2 • Good development opportunity • Makes sense • Good community INNOVATIVE THINKING FOR THE REAL WORLD
  • 3. Understanding EA EA is a methodology and set of tools and techniques used to manage organisational change involving ICT, and can be used in combination with ICT Prince2, TOGAF and ITIL to help deliver a specific business and IT change Prince2 business projects. What separates EA from other methodologies and tools is that it provides a holistic and joined-up understanding of the business and supporting ICT: making sure these two elements of any organisation – the business and ICT – work together properly and are fully aligned, and that the latter – the ICT – is led by the former – the business needs needs. The unique selling point of EA is that it allows you to understand the relationships and dependencies between the layers that make up most dependencies organizations: – Business layer vision, strategy, information, business processes Business layer: – Service / application layer data, services, applications application layer: – Technology layer: infrastructure and systems Technology layer IT divide It forces you to break away from the typical business and IT divide and silo silo mentality. Ultimately EA ensures that the ICT is strategically directed. mentality INNOVATIVE THINKING FOR THE REAL WORLD
  • 4. Structure at UCLan • 35000 + staff and students • Medium Term Strategy • Information Strategy (finance, estates, employability, L&T, Sustainability, HR, KTS, Student Experience, Information etc.) • Information Strategy Group (ISP) • ISP Review Group • Business Cases • PRINCE2 Methodology INNOVATIVE THINKING FOR THE REAL WORLD
  • 5. Strategic ICT Toolkit • Developed through JISC project • Self analysis of SICT maturity • Completed with a range of Directors, Heads, Deans, Associate Heads and Senior LIS staff. INNOVATIVE THINKING FOR THE REAL WORLD
  • 6. Results Maximu Maturity Results Totals m Standard Maturity Ranges Strategic Leadership 7 10 Operational 0 - 35 ICT Services 3 10 ICT Governance 5 10 Strategic 36 - 48 Comms and Engagement 4 10 Shared Services 6 10 Transformational 49 - 60 Enterprise Architecture 1 10 Maturity Total 27 INNOVATIVE THINKING FOR THE REAL WORLD
  • 7. Issues raised • SMT ability to communicate ICT effectively • SMT awareness of ICT Governance • General awareness of ICT i.e. shared services • ICT governance and reporting not transparent • Felt projects were ICT led • ISP was not held accountable • ISP had no decision making authority • LIS perceived to be making decisions • Poor communication about progress and requirements from School INNOVATIVE THINKING FOR THE REAL WORLD
  • 8. My observations • Not enough time • People focus on their areas • Not in my back yard • Anything with significant ICT becomes LIS’s – Perceived as IT led – PM write business cases – Deliver by hook or by crook – Left with initiatives – Try to please but get blamed INNOVATIVE THINKING FOR THE REAL WORLD
  • 9. Fitting EA into UCLan • We have Information Strategy Panel • We have centralised ICT • We have Director of LIS in SMT (plus ear of DVC) • We use PRINCE2 / have Project Delivery Group • We have Medium Term Strategy and an aligned information strategy INNOVATIVE THINKING FOR THE REAL WORLD
  • 10. Why do I think EA will help? • Control spending • Effective and efficient processes • Flexibility • Ensure processes and systems align • Ensure processes meet the business need • We need to ensure value in investments • Change attitudes INNOVATIVE THINKING FOR THE REAL WORLD
  • 11. Trying to introduce EA • 1st thoughts – wont work unless its top down – Needs a central not project based approach • Barriers – Reaction to perceived criticism (different story in a safe environment) – Change fatigue – “we already do this” – Not seeing EA approach INNOVATIVE THINKING FOR THE REAL WORLD
  • 12. Initial activities • Reports • Presentations • Recommendations • Line management support INNOVATIVE THINKING FOR THE REAL WORLD
  • 13. EA “by Stealth” • Taking an EA approach with projects – Business led – Process before system – Service design review – Bigger picture • Bringing colleagues to EA events • Running EA event at UCLan • Review the ISP process through a JISC bid INNOVATIVE THINKING FOR THE REAL WORLD
  • 14. Projects using EA Approach • Projects – Transformations • TISSUE • Business Upgrade • SharePoint4Collaboration • School Admin Review – Course Data • Cross institutional change projects INNOVATIVE THINKING FOR THE REAL WORLD
  • 15. Day(s) in the life… • Bids using EA approach • Project Board – Senior manager buy in to the approach – Prevention of negative impact • Engage the business – Workshops : time < impact • Drip feed / respond to complaints /grumbles - “and that’s EA!” INNOVATIVE THINKING FOR THE REAL WORLD
  • 16. Impact • Despite resistance… – “Actively contribute to the reshaping of a more customer focussed environment which exploits the potential for better integration across service teams to provide a more streamlined academic support package” – objective for all LIS Business Support staff – “Effective and agile IT services and business solutions are essential if we are to demonstrate the required responsiveness.” - ISP Brief – “Continued improvement in streamlining and automating business processes” – ISP brief – New projects looking at improving and aligning processes – Senior Managers discussing aligning projects at Directorate level – Project executives asking projects to consider the bigger picture INNOVATIVE THINKING FOR THE REAL WORLD

Notas do Editor

  1. Triathlon