New Business Architecture at UCSB

DRAFT

Project Name:   New Business Architecture at UCSB

Project Implementers:   Campus process owners and information systems staff that automate campus functions and enable access to campus systems and data.

Problem Statement

UCSB’s Information Systems architecture was put into place 20-40 years ago, and has evolved over time, with incremental, department focused improvements. Business practices are antiquated, insufficient, inefficient, or no longer appropriate. Campus staff is having difficulty supporting new automation efforts, as their current workload to maintain existing processes and systems is very high. New requirements for intersystem and Internet communication are difficult to accommodate without an Internet Age architecture Information Systems infrastructure.

Project Summary

This project proposes that a multi-disciplinary working group (NBA@UCSB team) be established to develop a proposal and oversee the process of implementing a new business architecture at UCSB by the year 2010. The initial proposal development can be accomplished by dedicating existing IT staff and business staff time to this effort. In addition, an industry consultant, such as Gartner Group, can be contracted for facilitation, data gathering and assistance with building a business case.

There are many ongoing and proposed information technology projects that should be coordinated under the umbrella of the NBA@UCSB team, so that their outcome is an efficient suite of integrated tools. Project teams for these development efforts could become sub-teams of the NBA@UCSB team. Examples are: Course Management Tools; Student Portal; Integrated Resource Accessibility; Commodity IT Services; Student Data Warehouse; Centralized Credit Card Processing; GUS; Student Computing; Faculty and Staff Portal; Recreation Center System; Facilities Access Control (Smart Cards), Student ID cards, Student Systems Replacement; and Administrative Systems Replacement.

UCSB Visionary Requirements

UCSB has an opportunity over the next 5-10 years to reinvent the business architecture on campus that will enable efficient, integrated information systems for use by the campus community. Some major information systems investments will need to be made that will greatly impact all current systems. A highly coordinated effort will be needed to ensure smooth transitions from existing to new systems. A set of campus-wide information systems standards and policies must be established so that all information systems development can be accomplished in a common direction. The campus should set a goal and a target timeline and carefully monitor progress in this area.

Costs and Benefits: Initial-Year and Recurring

The initial cost of developing the proposal and business case should require mostly existing staff time. If the NBA@UCSB team determines that an industry consultant, such as Gartner Group, is needed for facilitation, data gathering and assistance with building a business case, this cost could be as much as $50,000. An additional funding request and proposal should be generated before committing to this cost.

Matching Opportunities

Major stakeholders, such as Student Affairs, Administrative Services, and the Graduate Division, should coordinate existing efforts and pool their resources to make this happen. However, this will be a significant undertaking and there are not adequate staff or funding levels to accomplish this effort without additional investment.

Project Timeline

1. January 2005 – Develop strategic proposal.
2. January 2006 – Complete a study of NBA@UCSB requirements.
3. January 2010 – Implementation of NBA@UCSB.

Project Priority

High priority. A unified architecture and oversight of information systems projects will enable an efficient suite of integrated tools for all campus users. Without this, current and future projects will be developed independently, require costly integrations or result in duplicated efforts.

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