More Related Content

Slideshows for you(20)


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

Editor's Notes

  1. Triathlon