1. New Business Architecture
Steering Committee Meeting
Planning Update
September 13, 2001

2. Agenda Time Topic Desired Outcome 10:00-10:05 Agenda review
 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

3. 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

4. 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.

5. 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.

6. 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
Middleware Services
Authentication
Authorization
Security Infrastructure
Enterprise Directory and Services
Web-based Functions
Search Engine
SIS Web
Benefits
Others
PPS and HRIS
DaFIS
Student IS
AIS
Research IS
Library IS
Many Others
External Functional
Applications
Financial Management
News
Weather
Others
Major Administrative
Systems
Data Warehouses
Campus Data &
Information
Content & Knowledge
Sources
Through the e-HR portal, employees and managers will access a variety of transaction and information applications. Some of these will be focused on specific HR activities, while others will have broader “employee focused” application. (e.g., access to the HP Credit Union)

7. NBA Implementation Strategy
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

8. NBA Implementation Strategy
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.

9. 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
NBA Project Manager
NBA Implementation Workgroup
(previously Oversight Committee)
NBA Steering Committee
Business Process
Team
Technology Development
Change Management
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
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

10. Proposed Structure for NBA Initiative (cont’d)
Business Process
Team
Technology Development
Change Management
NBA Project Manager
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

11. 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.)
NBA Project Manager
Business Process Team
Change Management Team
Technology Development Team
Business Needs
Technical Tools
Training and Support
Integrated Team 1 2 3
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

12. Characteristics of Project Team Organization
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:
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

13. 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

14. 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.)