Enterprise Architecture Practice

Value-driven architecture governance for the University's digital transformation

Aligned to: Executive Director, Emerging Technology and Enterprise Architecture

Executive Summary

This document defines the Enterprise Architecture practice that guides the development of the University's ICT architecture blueprint. The practice ensures technology investments align with the University 2032 Strategy, support educational and research excellence, and deliver frictionless experiences for students, staff and partners.

Value stream-driven approach connecting architecture to University outcomes
Business capability focus ensuring we invest in what matters most
Layered blueprints across business, application, data and technology domains
Robust governance balancing agility with standards compliance

Architecture Practice Framework

The Enterprise Architecture practice follows a value-driven approach that connects strategic intent to implementation. This ensures technology decisions directly support the University's mission of transformational education and world-class research.

For example, when Sydney secures a Horizon Europe grant with multiple international partners, this framework enables us to rapidly assess capability needs, select appropriate integration patterns, and deliver compliant solutions in weeks rather than months.

From Strategy to Design

Foundation

Value Streams

End-to-end journeys that deliver value to students, researchers and the community

→

What We Need

Business Capabilities

The abilities required to execute value streams effectively

→

Target State

Architecture Blueprints

How capabilities are realised through applications, data and technology

→

Implementation

Solution Designs

Detailed designs that conform to blueprints and standards

University Value Streams

Value streams represent the end-to-end activities that deliver outcomes aligned to the University's core mission. Enterprise Architecture ensures technology enables seamless value delivery across these streams.

Example The following represent the University's primary value streams. Additional value streams may be defined at faculty or portfolio level.

Student Lifecycle

Attract → Admit → Enrol → Educate → Graduate → Engage

Supports the 2032 aspiration that "our student-focused education is transformational" through integrated systems that deliver a seamless student experience.

Research Lifecycle

Discover → Fund → Conduct → Publish → Translate → Impact

Enables "research that is excellent, tackles the greatest challenges and contributes to the common good" through connected research platforms and data infrastructure.

Enabling Services

Plan → Resource → Operate → Support → Report → Improve

Delivers "a place that works better" through simplified, user-centred administrative systems that support staff to focus on their core work.

Understanding Lifecycle Stages

Every value stream follows a common pattern of stages. While the specific names differ (Discover/Attract/Plan), they share the same underlying purpose. Architecture patterns and capabilities are mapped to these stages to show when they're most relevant.

Stage 1 — Initiate

Identifying opportunities, scanning the environment, finding needs or gaps, connecting with potential stakeholders

Research: Discover | Student: Attract | Enabling: Plan

Stage 2 — Enable

Securing resources, negotiating agreements, setting up prerequisites, obtaining approvals and commitments

Research: Fund | Student: Admit | Enabling: Resource

Stage 3 — Execute

Performing the core activity, doing the primary work, collaborating with partners, producing outputs

Research: Conduct | Student: Enrol/Educate | Enabling: Operate

Stage 4 — Deliver

Producing and sharing outputs, disseminating results, providing deliverables to stakeholders

Research: Publish | Student: Graduate | Enabling: Support

Stage 5 — Transition

Converting outputs to real-world use, handoff to operational ownership, enabling adoption and application

Research: Translate | Student: Engage | Enabling: Report

Stage 6 — Realise

Measuring outcomes, reporting on value delivered, capturing learnings, informing future cycles

Research: Impact | Student: (Alumni) | Enabling: Improve

Why this matters for architecture:

Stage tags show when each capability or pattern is needed across the lifecycle. This helps prioritise which integrations and patterns to build first based on where the most friction exists—early-stage patterns (Initiate, Enable) often involve partner onboarding and agreements, while mid-stage patterns (Execute, Deliver) focus on collaboration and output, and late-stage patterns (Transition, Realise) address handoff and measurement.

Architecture Blueprint Layers

The architecture blueprint provides a comprehensive view across four integrated layers, ensuring coherent technology decisions from business outcomes to infrastructure.

Business

Value Streams

Business Capabilities

Organisational Units

Business Processes

Application

Enterprise Systems

Integration Services

Digital Channels

Research Platforms

Data

Master Data Domains

Data Governance

Analytics & Insights

Research Data

Technology

Cloud Platforms

Network & Security

Identity & Access

Infrastructure

Architecture Process Phases

The Enterprise Architecture practice operates through six interconnected phases that form a continuous cycle of strategic planning, design, governance and improvement.

Click any phase to expand its details. Phases are exclusive—opening one will close the others.

Strategic Alignment & Value Stream Analysis

Annual / As strategy evolves

Key Activities

Translate University 2032 Strategy into technology implications
Map and validate University value streams
Identify strategic technology enablers and dependencies
Assess architecture maturity against peer institutions

Inputs

University 2032 Strategy and implementation plans
Faculty and portfolio strategic plans
External benchmarking and industry trends

Output: Strategic Architecture Principles, Value Stream Maps

Business Capability Assessment

Annual / Major initiative triggers

Key Activities

Maintain University business capability model
Assess capability maturity and performance
Identify capability gaps against strategic objectives
Prioritise capability investment areas

Inputs

Value stream maps and strategic priorities
Current state system inventory
Stakeholder input from Faculties and portfolios

Output: Business Capability Model, Capability Heat Maps, Investment Priorities

Architecture Blueprint Development

Annual refresh / Major program triggers

Key Activities

Document current state architecture (as-is)
Define target state architecture (to-be)
Conduct gap analysis across all architecture layers
Develop transition architectures and ICT roadmap

Inputs

Capability investment priorities
Technology standards and patterns
Vendor roadmaps and emerging technology assessments

Gate: Blueprint Approval (ICT Leadership Team)

Output: Architecture Blueprints, Transition Architectures, ICT Roadmap

Solution Design & Standards

Continuous / Project-driven

Key Activities

Develop solution architectures for initiatives
Maintain reference architectures and design patterns
Define and update technology standards
Provide architecture guidance to project teams

Inputs

Approved blueprints and roadmap
Project requirements and business cases
Emerging technology evaluations

Output: Solution Architecture Documents, Reference Architectures, Technology Standards

Architecture Governance

Continuous

Key Activities

Review and approve solution designs
Assess compliance with blueprints and standards
Manage architecture exceptions and waivers
Facilitate stakeholder consensus on technical decisions

Governance Forums

Architecture Review Board (solution approval)
Technical Design Authority (standards)
ICT Leadership Team (strategic alignment)

Gate: Design Review Board Approval

Output: Architecture Decisions, Compliance Assessments, Exception Records

Architecture Assurance & Evolution

Quarterly review / Post-implementation

Key Activities

Conduct post-implementation architecture reviews
Monitor and manage architecture technical debt
Update blueprints based on implementation learnings
Report architecture health to ICT Leadership

Continuous Improvement

Feed insights back to strategic alignment (Phase 1)
Refine standards based on implementation experience
Update capability assessments with actual outcomes

Output: Architecture Health Reports, Technical Debt Register, Updated Blueprints

Alignment to University 2032 Strategy

2032 Aspiration

"Our policies, processes, systems and services help us achieve our ambitions"

EA ensures technology investments directly enable simplified, user-centred systems that support staff and students to do their best work.

2032 Aspiration

"Frictionless experience of systems and technology"

Blueprint development prioritises integration and seamless user journeys across value streams, eliminating silos between systems.

2032 Aspiration

"Transformational change that is user-centred, insight-driven"

Capability-based planning ensures we invest in what matters most to students, researchers and staff, not technology for its own sake.

2032 Aspiration

"We are valued as outstanding partners"

Architecture governance balances technical rigour with stakeholder collaboration, building trust across Faculties and portfolios.

Governance Framework

Practice Owner

Executive Director, Emerging Technology & Enterprise Architecture

Blueprint Approval

CIO and ICT Leadership Team

Design Authority

Architecture Review Board
(Chaired by Executive Director)

Review Cycle

Annual blueprint refresh
Quarterly health reporting

Accountability Matrix (RACI)

This matrix reflects the organisational structure and includes broader University stakeholder engagement beyond ICT, recognising the collaborative nature of architecture governance.

Phase	Responsible	Accountable	Consulted	Informed
1. Strategic Alignment	Senior Enterprise Architects	Executive Director, ET&EA	CIODigital Engagement DirectorsFaculty DeansDVC Research	ICT Leadership TeamUniversity Executive
2. Capability Assessment	Enterprise ArchitectsData Designer	Executive Director, ET&EA	Portfolio DirectorsFaculty DeansDigital Engagement Team	ICT Leadership TeamVP Operations
3. Blueprint Development	Senior Enterprise ArchitectsAssociate Director Solution Architecture	Executive Director, ET&EA	CISOED InfrastructureED Enterprise Services	CIOUniversity Governance Committees
4. Solution Design	Associate Director Solution ArchitectureSolution Architects	Executive Director, ET&EA	Delivery Office Practice LeadsProject TeamsVendors	Portfolio DirectorsBusiness Owners
5. Governance	Architecture Review Board	Executive Director, ET&EA (Chair)	Project SponsorsRisk & ComplianceCISO	CIOVP OperationsUniversity Governance Committees
6. Assurance & Evolution	Enterprise ArchitectsSenior Enterprise Architects	Executive Director, ET&EA	Service Management OfficeOperations Teams	ICT Leadership TeamFaculty Stakeholders

Key Architecture Artifacts

The Enterprise Architecture practice produces and maintains the following artifacts to guide technology decision-making across the University.

Business Capability Model

Hierarchical model of what the University needs to do, independent of how. Used for investment prioritisation and strategic planning.

Owner: Senior Enterprise Architects

Application Portfolio

Inventory of all applications mapped to capabilities, including lifecycle status, integration dependencies and technical debt.

Owner: Enterprise Architects

Integration Architecture

Patterns and standards for system integration, including API governance, event-driven architecture and data exchange standards.

Owner: Associate Director Solution Architecture

Data Architecture

Master data domains, data governance framework, and analytics strategy aligned to institutional reporting needs.

Owner: Data Designer

Technology Standards

Approved technologies, platforms and patterns. Includes strategic, tactical and sunset classifications.

Owner: Solution Architects

ICT Roadmap

Multi-year view of planned technology initiatives aligned to capability priorities and the University 2032 Strategy implementation periods.

Owner: Executive Director, ET&EA