1. IT Stakeholders IAM Ops, Group Services, and EA
January 11, 2017
Wednesday
Lamont Forum Room
12:00 pm - 1:30 pm

2. Agenda Closing Out IAM Future State IAM Services Group Services
Enterprise Architecture

3. Intended Objectives
The purpose of this overview is to identify some key areas of focus for the Technology Office.
The intended objectives are to:
achieve a common understanding of what the program has completed and the value it provides
discuss how IAM’s current program state maps to its future operational state
summarize our final program feature, Group Services
provide an overview of what’s happening in Enterprise Architecture

4. Identity and Access Management Program...
has completed what we set out to do.
Simplify the User Experience
Enable Research and Collaboration
Protect University Resources
Facilitate Technology Innovation

5. Achieved Goals and Impact
IAM Strategic Objectives
Impact
Simplify the User Experience
Less passwords to remember...
One login for life has replaced an average of over 6 logins per user across Harvard
Enable Research and Collaboration
Improved access to university resources...
All schools across Harvard are integrated with common user identities that enable University , HarvardPhone, and over 2,000 other applications
Protect University Resources
Better security...
University-wide adoption of standardized and improved passwords with associated two factor authentication dramatically increases security
Facilitate Technology Innovation
Improved participation in higher education community...
Improved sponsored guest accounts and external federation allow external researchers and university staff to collaborate quickly
We set out to do these 4 things and we successfully achieved these thing and here are examples how we did that...

6. Before IAM - The bad old days
“Onboarding” happened after you were already here
You didn’t know your ID number or how to get an account
Then you had to get your PIN in order to get your desktop login
But first, we needed to give you your , so you could get the PIN
You had too many accounts, and never knew which one to use
PIN, Desktop, , MeetingMaker, Sharepoint, Google
You logged into accounts with different usernames & passwords
The passwords had different rules and expired on different timeframes
You had to call the SupportDesk in tears because you couldn’t make a password with the PIN system that worked.
And while you were guessing what your password was, you locked yourself out.
And as you walked off the stage with your hard-earned diploma, Harvard asked you to register for a new account. ? ? ?

7. IAM Services / Organization

8. Future State Services and Offerings
Current Service
# offerings
End User Computing
Collaboration Services
3 offerings
and Calendars
6 offerings
Field Support Services
Network Services
Phone Services
IT Provider Services
Cloud Services
HUIT Support Tools and Systems
Identity and Access Services
4 offerings
Server Administration
Web Hosting
IT Security
Information Security Education and Consulting
Information Security Operations and Engineering
Future Service
# offerings
End User Computing
Collaboration Services
3 offerings
Field Support Services
Network Services
Phone Services
IT Provider Services
Cloud Services
HUIT Support Tools and Systems
Identity and Integration Services
Server Administration
Web Hosting
IT Security
Information Security Education and Consulting
Information Security Operations and Engineering
13 Services Offerings
6 Services Offerings
FUTURE OFFERINGS
Collaboration Services
Account and HarvardKey Services
and Calendar
Groups and Guests
Identity and Access Integration Services
Identity Data and Provisioning
Identity Repositories
Authorization Services
See Appendix A: Service Taxonomy for more details

9. Transition Plan Simplify Service Definitions (through March 2017)
Communicate transition to customers and IAM partners
Partner with ITSM to adjust service catalog for IAM services
Align Organization (through June 2017)
Transition to the service based structure (Collaboration Services and Identity and Integration Services)
Adjust budgets to align with organizational structures
Growing T-Shaped Professionals (through FY’18)
Transition IAM teams from CTO Office to operating organizations
Realign positions where necessary to address gaps
Distribute specialized functionalities across team: DevOps/Support, Project Management, Product Management

10. Group Services

11. Define “Group” Active Access 4/16/2018
A group is a list of identities (subjects) who hold membership.
Affiliation
Services
Employee
VPN
Member
Student
Intranet
Active
Access
Alum
Application
Tenant
Building

12. Why an IT Service for Groups?
Because groups are an essential component of all other IT service delivery
Groups Enable
Everyday Business Objectives
Access Control
Enabling access for the right people
Dissolving access when people leave
Communication
ing or texting messages to targeted audiences
Collaboration
Document sharing
File sharing (individuals and groups)
Online conferencing

13. Silos to Service Group Service Current State: Every app for itself
Redundant, overlapping
Managed manually, static
Inconsistent
Not trusted
Future: IT service
Institutional, integrated
Updated automatically
Consistent
Trusted

14. Integration Required to Benefit from Group Services
Service providers and application owners will need to plan for development to integrate with Group Services
Options for Integration with Group Services include:
Attributes/Authorization with HarvardKey
RESTful API
Using Directory Services
LDAP
Active Directory
Direct provisioning of group data
Key Takeaways:
1. App owners often have to do work to benefit from Groups. (Or register their application with HarvardKey).
2. Value to Harvard will grow over time as adoption increases.

15. Enterprise Architecture

16. Enterprise Architecture Vision
Our Vision for Harvard’s Enterprise Architecture
Articulate and drive to common solutions, standards, and opportunities for alignment in order to reduce IT complexity and cost across the University and enable local innovation.
Strategic Objectives
Articulate a set of Principles and Standards aligned to each architecture layer
Organize existing and future reference artifacts and patterns in a library that aligns with the Principles and Standards
Engage with University teams strategically to advance and support elements of the Enterprise Architecture
Cultivate a Community of Practice for architecture
Guiding Principles
Allow real needs of working teams to drive EA focus
Work across organizational units to find opportunities for alignment
Evolve architecture with advances in technology
Seek feedback broadly from University colleagues and peer institutions
Key Performance Indicators
Decrease in project delivery timeframes
Increased use of common solutions
Increase the number of projects that align to EA Principles
Use of common data sources and ways of working with data
Vision aligns with the “Why” articulated earlier. We think that the strategic objectives have been constant for a while - they remain so.

17. Framework Elements
IF Anne calls this out, say “Resources” means “Patterns and Reference Architecture.”

18. Sample Framework Content
Principle: Use and build shared APIs to move information between systems.
Layer: Interoperation
Standard: Publish APIs to a common repository for wider use
Library of Resources, Patterns, and Reference Artifacts:
ETAB Publication: Guidelines for API Development
DMS program service: MuleSoft
Code for existing APIs shared in common repo
Checklist for vendor-managed APIs for COTS and SaaS solutions
...

19. Sample Framework Content

20. Thank You / Questions