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BUSINESS ARCHITECTURE

Digital Transformation

June 6, 2024

Version: 1.0

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ABSTRACT

In the ever-evolving landscape of education, digital transformation has become imperative in delivering seamless education experience. Digital transformation is not just about adopting new technologies, it is a holistic process that encompasses culture, strategy, people and technology. This presentation aims to explore the strategic use of a comprehensive business architecture framework in guiding and optimizing the digital transformation journey of Capilano University. It will delve into the practical application of a business application framework specifically tailored for post-secondary institutions.

  • The presenter will guide the audience through the following transformation process steps:
    • Determine transformation vision and objectives 
    • Determine organization capabilities
    • Determine ideal processes required to execute capabilities & achieve desired objectives
    • Determine capability & process gaps: Transformation opportunities
    • Conduct pain/gain analysis
    • Determine transformation initiatives
    • Develop transformation roadmap

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DIGITAL TRANSFORMATION ROADMAP

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This presentation will describe how Digital Transformation Services (DTS) within Capilano University is going to develop a Digital Transformation Roadmap that;

      • Meets the needs of students & staff
      • Contributes to University goals

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BUSINESS ARCHITECTURE

A business architecture model explains

    • What an organization needs to do to achieve its desired goals
    • It is a roadmap for getting from strategy to execution.

The model represents a holistic view of;

    • Capabilities
    • Business processes
    • End‐to‐end value delivery
    • Information
    • Technology

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BUSINESS ARCHITECTURE

  • Capabilities and their business processes are a means to achieving goals
  • Objectives are a response to a stakeholder need

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Strategic Goals

Capabilities & Processes

Organizational Change

Outcomes

Drive

Enable

Result in

Stakeholder

Needs

Contribute

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APPROACH

  • Determine the vision: High quality learning experience for students
  • Determine objectives through an understanding of stakeholder needs
  • Identify capability gaps between what is needed and what capabilities currently exist
  • Identify & describe gaps between current state and ideal state processes for each capability
  • Identify Capabilities: WHAT an organization must do to achieve its goals
  • Determine capability outcomes to ensure alignment to strategic goals

Objectives

  • Determine ideal state business processes for each capability
  • Processes describe HOW a capability achieves a desired outcome through a combination of policies / procedures, processes, information, technology, resources and infrastructure
  • Pain and gain analysis is conducted to identify capabilities & processes where resolving gaps will deliver the greatest return on investment.
  • Develop an implementation road map based on logical sequencing of work and priorities
  • Determine initiatives to implement capabilities
  • Determine initiative priorities based on the pain gain analysis

Determine

Vision, Needs & Challenges

Identify Capabilities

Determine Ideal

Business Processes

Pain & Gain Analysis

Develop

Transformation Roadmap

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Stakeholder Needs & Objectives

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Envisioning 2030 & Illumination 2030

NEEDS & OBJECTIVES

Capilano University Objectives

Needs

Needs

Needs

Needs

Needs

Needs

Needs

Align to

Respond to

Informed by

Desired

Outcomes

Curriculum Design

Curriculum Design

Recruitment

Enrollment

Curriculum Management

Delivery & Research

Assessment

Graduation

Alumni & Fundraising

Student Experience

Student Administration

Instruction & Research

Graduation

Advancement

Desired

Outcomes

Desired

Outcomes

Desired

Outcomes

Desired

Outcomes

Desired

Outcomes

Desired

Outcomes

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Business Capabilities

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BUSINESS CAPABILITIES

Capabilities define what an organization must do to achieve objectives, not how.

Capabilities must deliver outcomes that align with an organization’s strategic goals through a combination of the people, processes, technology and infrastructure

They are:

    • Cross-functional and cross-organizational
    • Stable over time unless a new service is introduced or removed
    • Distinct from each other e.g. mutually exclusive and collectively exhaustive
    • Defined before diving into the business processes, IT systems, etc.

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How do we identify capabilities?

  • Use capability reference models from industry as inspiration
  • Create lifecycles for the assets and people that are impacted by the transformation
  • Involve business experts

BUSINESS CAPABILITIES

Higher Education Reference Model

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Lifecycles

  • Lifecycles are an effective way to identify capabilities, processes and values chains
  • At CapU we have created the following lifecycles: student, faculty member, curriculum, library, communication and marketing

Capability and Process Identification

      • Each step in a lifecycle can be used to identify a capability and / or process
      • Steps are broken down to identify capabilities & processes at different levels of detail
          • level 1
          • level 2
          • level 3

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BUSINESS CAPABILITIES

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Faculty Lifecycles

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BUSINESS CAPABILITIES

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BUSINESS CAPABILITY MAP

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Teaching & Learning Delivery

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BUSINESS CAPABILITIES

Capability Description

Desired

Outcomes

Organization

Objectives

Key activities include:

  • Classroom experience involving classroom students and online students
  • Lecture, discussion, small group work and demonstration activities that includes classroom students and online students

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  • Students report feeling engaged in both modalities
  • Assessment scores are just as high in virtual delivery as in other modalities

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  • Increase equitable access to education
  • Higher retention rates
  • Higher rating of student satisfaction

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AREA/PRESENTER NAME (CLICK INSERT > HEADER & FOOTER TO CHANGE TEXT)

BUSINESS CAPABILITIES

Why document capabilities?

Common understanding: Enables a common understanding of what work is performed and why between the institution and IT, that:

  • Aids alignment and collaboration
  • Ensures everyone is aware of how they contribute to the overall objectives

Scope of work: Enables an understanding of the scope of work performed in an institution. This helps to identify:

  • Scope of initiatives defined to modernize, expand and / or transform
  • New services that need to be created

Identification of processes: Easier to identify processes to deliver a desired outcome when it is understood what work is performed within an institution

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Business Processes

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BUSINESS PROCESSES

Business processes describe how a capability achieves a desired outcome

Business processes must deliver outcomes that align with a capabilities desired outcomes.

Where capabilities are stable over time unless a new service is introduced or removed, business processes change:

  • When an organizations vision changes
  • When new directives are placed on an organization

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BUSINESS PROCESSES

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  • These diagrams represent:
    • How a capability is delivered in the ideal state
    • They are used to identify gaps between the current state & the ideal state
    • The gaps inform initiatives for the roadmap

BUSINESS PROCESSES

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Pain Gain Analysis

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PAIN & GAIN ANALYSIS

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Pain and gain is conducted to identify capabilities & processes where improvements are required to deliver the greatest return on investment and contribute the most towards achieving the organizations goals.

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PAIN & GAIN ANALYSIS

Determine Pain Associated with Each Capability & Process (process if needed)

      • Pain score indicates the level of difficulty executing the capabilities or process in its current state
      • A high score indicates greater difficulty (pain)

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Capability

Does the capability achieve the desired outcome?

Are processes executed consistently?

Are resources efficiently utilized?

TOTAL

Teaching & Learning

 5

5

5

15

Curriculum Management

 3

5

4

12

Research Management

 3

3

4

10

Relationship Management

 3

 3

3

9

Illustrative scores only

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PAIN & GAIN ANALYSIS

Determine Gain Associated with Each Capability & Process (process if needed)

      • Gain score indicates how much a capability or process in its ideal state contributes to the delivery of objectives
      • A high score indicates greater contribution (gain)

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Capability

Increase equitable access to education

Higher retention rates

Higher rating of student satisfaction

Increase recruitment of students

TOTAL

25%

25%

25%

25%

 

Teaching & Learning

5

5

5

5

20

Curriculum Management

1

6

6

5

18

Research Management

1

3

6

6

16 

Relationship Management

0

3

3

6

 12

Illustrative scores only

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PAIN & GAIN ANALYSIS

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Capability

Pain

Gain

TOTAL

 

Teaching & Learning

15

 20

35

Curriculum Management

12

 18

30

Research Management

10

16 

26

Relationship Management

10

 12

22

Pain & Gain Scores

Pain and gain scores are totalled to identify capabilities or processes where resolving gaps will deliver the greatest return on investment.

Illustrative scores only

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CAPABILITY HEAT MAP

Curriculum Planning

Curriculum Design

Curriculum Production

Curriculum Accreditation

Offering Management

Curriculum Improvement

Domestic Recruitment

International Recruitment

Application Management

Learning Recognition Management

Matriculation

Student Allocation & Placement

Unit

Enrollment

Payment & Invoice Processing

Resource Planning & Mtg

Resource Management

Virtual Learning & Teaching Delivery

In-Person Learning & Teaching Delivery

Learning Assessment

Ceremony Management

Curriculum

Management

Student

Recruitment

Student Admission

Student Enrollment

Teaching & Learning Delivery & Research

Student Assessment

Graduation

Management

Eligibility Assessment

Completion Award

Illustrative only

Alumni

Marketing

Alumni Relations

Event Management

Alumni Communication & Engagement

Curriculum Design

Curriculum Design

Recruitment

Enrollment

Curriculum Management

Delivery & Research

Assessment

Graduation

Alumni & Fundraising

Student Journey

Student Administration

Instruction & Research

Graduation

Advancement

Curriculum

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Digital Transformation Roadmap

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DIGITAL TRANSFORMATION ROADMAP

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Determine Transformation Initiatives

Through a combined understanding of:

      • What capabilities need improving
      • Business process gaps

Initiatives can be identified that will deliver organizational transformation.

Initiatives can be categorized into:

      • Policy & Procedure
      • Process
      • Technology & Infrastructure
      • Resourcing & Training

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AREA/PRESENTER NAME (CLICK INSERT > HEADER & FOOTER TO CHANGE TEXT)

DIGITAL TRANSFORMATION ROADMAP

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