1	Architecture and Institutional Architects “Working Architects Group” WAGv1: Barton, Fullerton, Gettes, Grady, Poepping, Wasley CSG Virginia.edu, May 2004
2	“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	IT Architecture Not-exactly-known Components Uncertain Behaviors, Complex Interactions Not New but Not Commonly Understood
4	Thesis Domain-specific Architectures become their own stovepipe Focus on Institution IT Architecture
5	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	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	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	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	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	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	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	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	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	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	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	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	Integration
18	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	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	Measurement of Value Click to Add Text No, Really..
21	Measurement of Value How? Empirical Saved money Subjective Feel Better Not much to Share yet..
22	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	What Next? Click to add more text Your click…
24	What Next? Barton, Gettes: Report at SAC Your thoughts? Worth additional Effort? Formalism? Value proposition? Actions Follow-up to CSG CIO’s?
25	What Else? Architect or Usual Suspect Opportunities Abound – “Call for Participation” Value of Contribution External Commitments Time Management
26	WAG us Please contact: Michael Gettes gettes@duke.edu Scott Fullerton fullerton@doit.wisc.edu David Wasley david.wasley@ucop.edu Tom Barton tbarton@uchicago.edu Michael Grady m-grady@uiuc.edu Mark Poepping poepping@cmu.edu
27	Institutional Architecture WAGv1: Barton, Fullerton, Gettes, Grady, Poepping, Wasley CSG UVa, May 2004
28	WAG the DOGMA Working Architects Group Discovering Organizational Groupthink for Managing Architecture
29	WAG the DOGMA Working Architects Group Darn Odd Gamut of Mystifying Attitudes
30	Institutional Architecture WAGv1: Barton, Fullerton, Gettes, Grady, Poepping, Wasley CSG UVa, May 2004
31	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.