2. CSU @ EA Update since May 2006

3. 2006 A balancing act to survive Understand what we need to do Promote what we do & our outputs Do Stuff / Get results

4. 2006 Fronts Data & Integration –Good information Work Process Improvement –Doing things better to support T&L/Research And …

5. Technology VOIP / IP Communications Data centres Server replacement N-tier AREN Middleware / Integration Project technology standards Early SOA & BPM IDM Security

6. Other Project EIS [Enterprise Impact Statements] Online Learning Environment Innovation issues Collaboration strategy Portal Strategy Digital Object Repositories ! CSU | When [Mash up / VTCAL] The list This conference

7. Process Organisation Owner Expert Stakeholder Goals Risk Services Issues Data Initiatives Controls Systems Events Strategic Planning Portfolio Mgmt Alignment Information Model App Integration Middleware Business Intelligence CRM Business Rule Models Config Mgmt App Portfolio Mgmt CRM BPM BPEL SOA IP Comms Service Catalogue CRM Risk Mgmt Event Models CSU | When Roles IDM Security IP Comms Location IP Comms

8. Communication Difficult Needs relevant and tangible evidence of output / results Get out and explain When done, do it again - but differently Change your angle to suit (iteration #4)

9. Angle # 4 For IT –Future or ‘To-Be’ Configuration Mgmt (ITIL) For Business –Moving our communication approach away from pure architecture / ZM –Knowledge mgmt from an EA viewpoint

10. Recommended Reading “Knowledge Enabling the Organisation” Open Engineering Inc 1999 “The Physics of Knowledge Management” Zachman International

11. Elements of a KM Solution Capture, understand and be able to change and manage key elements of organisational knowledge Link organisational knowledge foundation to business strategy, vision and metrics Link the organisational knowledge foundation to operational information and work management systems Source – “Knowledge Enabling the Organisation” Open Engineering Inc 1999

12. Elements of a KM Solution Capture, understand and be able to change and manage key elements of organisational knowledge Link organisational knowledge foundation to business strategy, vision and metrics Link the organisational knowledge foundation to operational information and work management systems Source – “Knowledge Enabling the Organisation” Open Engineering Inc 1999

13. Knowledge Mgmt Wisdom understanding which knowledge to use for what purpose Knowledge is information with guidance for action Information contains facts with context & perspective Data is made up of raw facts Source – Enterprise Architecture Using the Zachman Framework

14. Knowledge Mgmt Wisdom understanding which knowledge to use for what purpose Knowledge is information with guidance for action Information contains facts with context & perspective Data is made up of raw facts Source – Enterprise Architecture Using the Zachman Framework

15. What is Architecture? ‘There are known knowns; there are things we know we know; there are known unknowns; that is to say the things we know we don’t know; and then there are unknowns, unknown unknowns, the things we know we don’t know we don’t know and those are the dangerous ones” Donald Rumsfeld Chief Knowledge Architect

16. The Feedback - Business These are business issues - why is IT doing this? How come IT is involved in all this planning? Who’s got the time to take people out and think so long term when there’s so much to do now? Fine, but when is it going to be finished? Can’t we just buy it?

17. The Feedback - Business Wow, this is really good You’re preaching to the converted So this is what Mike was trying to say in 1978 That’s really complicated isn’t it? You mean MIT is the same as CSU? Appreciate all that, but I think you should have done roles first The List. Show me the list, you’ve got to tell people about this list, the list is why we cant get anything done, let me add more, …

18. The Feedback - DIT So CSU might be interested in ITIL? So when do we get control? Didn’t think this would be so interesting This might let us show everyone that we don’t just provide PCs and email. So who sorts it once you work out all these roadmaps?

19. Issues Trying to explain what you do at a party Skill sets & pay rates Exposing complexity –makes people appreciate scale –but don’t be seen as a blocker –ESS …

20. Issues Enterprise Shock Syndrome –Blimey its big –How will we ever fix it? –Nup, too hard “The benefits of this work won’t be seen for 2 years” Who will pat you on the back?

21. Issues Are we doing the right thing? Are we doing it the right way? How will we know? Who else is doing this? Why aren’t they doing this? Should we go back and help at the coal face?

22. Where will affirmation come from? You collecting spin offs & feedback in a list Collaborating like this (you turning up!) Read Re-read your old docos & case studies Go to things like Gartner

23. People Committees Events Locations Data Procedures Systems Initiatives Risk Projects Easy wins Key Dates Regulations Working Parties Rules Stakeholders Hot Spots Strengths Weaknesses Goals Roles Pain Points Strategy Inductions PROCESS

24. $1m over 2 years DEST Workplace Productivity Program Grant A Structured Approach to Work Place Productivity Renewal and Reform

25. DEST WPP Grant Information Acquisition Enterprise Modelling Workplace Reform (Do Stuff) Internal Extension External Extension Analysts – process, information, application portfolio, identity, … Organisational change experts, trainers, mentors, …

26. Symposium A little bit proud A little bit daunted (A little bit tired) The Strategy > The List > The Funnel Governance PMO / EA

27. Last Tips Every approach will be different You’ve got to dedicate people to EA You can’t solve it all – stabilise the entropy at least It’s big & takes time (did we mention that?) Stop & Look back now and again