FIVE-YEAR INFORMATION TECHNOLOGY ARCHITECTURE ROADMAP

FOR PATEROS CATHOLIC SCHOOL

1 RESEARCH BACKGROUND

1.1 Introduction

“Nothing is permanent but change.”

This statement is very applicable to the study the researcher has

investigated. Despite the advent of technology, it seems like the school forgot to

jive into the modernized way of delivering student’s online services with a less

cost of money. Moreover, the money spent by the school for enhancing the

quality of education is expensive because they pay a large lump of money for

third-party providers. With that, the researcher proposes that the renowned quote

“nothing is permanent but change” must be applied. Hence, it is time for Pateros

Catholic School to adopt a five-year roadmap which concerns the school’s

information technology architecture. Yes, it is time for the school to embrace a

brand new information technology structure which is cheaper and promising than

the third-year provider

With this roadmap, the school may say that they are evolving the school’s

teaching, learning, research, administration, and communication activities in

greater ways. Thus, when it comes to the infrastructure of information technology,

the Pateros Catholic School must become receptive to change. Further, this school

must keep pace with the major developments of technology for them to strengthen

the finances, management and student services reputation. Because of this

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 reasons, the researcher created a plan of the school’s five-year information

technology roadmap. In this roadmap, the school leaders would realize the

advantages regarding its implementation. Consequently, this proposal serves as

the long-term goal of the school to achieve better client-focused results.

1.2 Statement of the Problem

This study focuses on Pateros Catholic School’s five-year roadmap of

information technology architecture. Specifically, this study seeks answers to the

following questions?

1.2.1 How will be the proposed roadmap improve data governance?

1.2.2 How will the roadmap free the School from dependency from third-party

providers?

1.2.3 How will the roadmap optimize technology to enhance teaching?

1.3 Design Architecture using TOGAF as a Reference

The Open Group Architecture Framework (TOGAF) is an Enterprise

Architecture developed by the Open Group in 1995. It is a group of processes and

techniques used to support the Enterprise Architecture. TOGAF is based on the

technical architectural framework of US DoF’s information management.

Alaeddini et al. (2013) state that TOGAF gives a framework and a development

process to develop the Enterprise Architecture. To mention, Architecture

Development Method is the most important part in TOGAF.

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 TOGAF reckons Enterprise Architecture as a continuum of the EAs and

ADM which moves the generic parts to specific ones. This comprises of moving

from the foundation architectures to its common systems architecture to industry

architectures and lastly to organizational architectures. This is emphasized from

the figure above (Sessions, 2007). Based on this figure, TOGAF provides eight

phases to develop the Enterprise Architecture. These core phases, according to

Kurniawan and Suhardi (2013) are the following: (1) Business Architecture, that

assists in defining the business processes and aligning them with the enterprise’s

objectives; (2) Data Architecture, which gives a way of storing, controlling and

accessing information or data; (3) Application Architecture, that defines the

applications and services and how they are designed and integrated; and (4)

Technology Architecture, that provides an overall view of the hardware and

software infrastructure that supports the applications.

Using TOGAF as a reference, this IT roadmap for Pateros Catholic School

may be outlined based on the figure below:

FUTURE

2018-2019 2019-2020 2020-2021 2021-2022 2022-2023

DATA GOVERNANCE

INDEPENDENCE FROM THIRD-PARTY PROVIDER

INFORMATION TECHNOLOGY MANAGEMENT

Figure 1. Overview of the IT Roadmap

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1.4 Objectives of the Study

1.4.1 General Objective

This study aims to develop a five-year information technology

roadmap that seeks to improve the school’s administrative and academic

processes.

1.4.2 Specific Objectives

Specifically, this study will have the following objectives:

1.4.2.1 To improve data governance.

1.4.2.2 To free the school from third-party providers.

1.4.2.3 To improve stewardship of IT investments and acquisitions.

1.5 Significance of the Study

This study assumed to be beneficial to the following:

1.5.1 Management, Leaders of the School, and Finance Team. Adhering to

the proposed roadmap means an easier way for these people to see the

progress of the information technology structure in rendering services, to

determine the advantages and disadvantages of the plan, and to cut the

unnecessary expenses of the school in paying third-party providers.

1.5.2 School. The school reputation will be on good terms; it will inform the

potential enrollees that the school’s information technology architecture is

one of the best. Therefore, the incoming students are enticed to enroll

because of the well-positioned online services

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 1.5.3 Faculty/Teachers. The teachers will feel the atmosphere of classrooms

which is inspired by technology. It will be easier for them to download

teaching materials, and upload their lessons. Hence, the implementation of

the program will serve as a two-way communication for the students and

the teacher.

1.5.4 Students and Parents. The students will have a quality and modernized

learning because of the proposed roadmap. Also, the parents will feel

secured that they invested in the right school that practices technology-

based teaching.

1.5.6 Future Researchers. They will realize that the study makes the point that

they will use this as a reference. Hence, they may formulate a much longer

roadmap to be adopted by the school as inspired by this study.

1.6 Scope and Limitations of the study

The study concentrates on developing an information technology

architecture. This is designed solely for the benefit of Pateros Catholic School in

the next five academic years.

1.6.1 Data Governance

Data governance and Quality Framework pertains to the overall

management of the availability, usability, integrity and security of data of

Pateros Catholic School. The sound data governance program will

includes a governing body, and a defined set of policies, procedures and

comprehensive execution guidelines.

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1.6.2 Independency from Third-Party Provider

Independency from the third-party provider aims that the Pateros

Catholic School will formulate a roadmap that free the school from

constantly outsourcing IT providers. Hence, this focuses on how such

roadmap helps the school from spending efficiently less for its IT services.

1.6.3 Information Technology Management

This part focuses on how will the roadmap contribute and enhance

the quality of education in Pateros Catholic School. Hence, the application

and utilization of the roadmap will be inspected as to how it will support

quality education through effective IT decision making.

All of the questions outside this scope of the study will not be

entertained by the researcher.

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2 REVIEW OF RELATED LITERATURE

2.1 IT Roadmap Studies and Literature

2.1.1 Developing an Enterprise Architecture for Omren Project-Based on

TOGAF: Part of the Strategic Planning and Feasibility Study

(Warda Al-Habsi, 2016)

This study speaks of having a business-IT alignment program in

their institution to improve their performance, achieve effective

management and eliminate duplication in here; they develop an enterprise

architecture (EA) since this is considered as a blueprint for the

organization. This, as they believe, leads to a balance between the business

requirements and the IT implementations. Also, the study focuses on the

alignment of business and IT as connected with Oman research and

education network (OMREN). When the EA has been developed based on

TOGAF, the business processes have met the OMREN objectives, and has

minimized the misalignment between the business processes and the IT

operations. The developed Enterprise Architecture was evaluated at the

end of the study based on its usefulness, effectiveness, and contribution to

the OMREN strategic planning. Although the developed EA is in its

partial architecture, it already provides benefits in defining the business

processes, data and application architectures, which are not included in the

previous roadmap of the OMREN. Moreover, in its original roadmap, the

relationship between the business and the IT is unclear. However, the

developed EA in this study shows the relationship between business and

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 IT components. Therefore, the study concludes that the developed

Enterprise Architecture is a useful strategic approach to understand and

implement the organization strategy. Moreover, having a complete EA by

the TOGAF ADM guidelines would be contributing in the future to

achieve the balance between the IT and business.

2.1.3 A Maturity Model-based Roadmap for Implementing TOGAF

(Gosselt, 2012)

The study tried to minimize the initial complexity of following The

Open Group Architecture Framework (TOGAF), its standard, its

implementation based on insights from architecture maturity models. They

described TOGAF as a difficult methodology that requires architecture

skills and sophistication. They emphasized that a complete

implementation of the TOGAF is possible for organizations which have

the highest EA maturity level. Sadly, as the study mentioned, less mature

organizations do not have the said ‘infrastructure’ to fully implement

TOGAF.

2.1.4 Analysis of Enterprise Architecture Maturity Frameworks

(Helfert, 2011)

The study uses the six levels of architecture maturity proposed by

NASCIO. The study first understands architecture and its role in the

organization. In each level, TOGAF has uses in every EA process as

stated below:

2.1.4.1 Level 0: No program- TOGAF has not yet entered the reality of the

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 organization. The awareness and even most elementary use of an

enterprise architecture framework would put the organization at a

higher maturity level

2.1.4.2 Level 1: Informal program- activities and the architecture process

are informal and unstructured at this stage of maturity; it can be

used as architecture vision phase.

2.1.4.3 Level 2: Repeatable program- the need for governance is

identified; the roles become clearer; the organization has already

decided on the use of ADM.

2.1.4.4 Level 3: Well-defined program- there is already a more formal

nature. An architecture board could be formed, and the

Architecture skills framework could be useful to support the

definition of well-defined governance committees

2.1.4.5 Level 4: Managed program- the organization captures metrics to

measure the progress against the established EA plans; the

organization captures metrics to measure the progress against the

established EA plans.

2.1.4.6 Level 5: Continuously improved program- this assesses the current

architecture requirements and specification to identify changes that

should be made and the implications of those changes.

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2.2 Other ICT Studies and Literature

2.2.1 Examining Trends in ICT Statistics: How does the Philippines Fare in

ICT (Albert et al., 2016)

In recent years, the world has vastly changed of information and

communications technologies (ICT). The study emphasized that advent of

digital data known as Big Data and its socio-economic statistics and

potentials. At the end of the study, it recommends that aside from the

policy framework which imposes quality and accountability standards, the

government should also focus on solving the issues in the ICT, such as the

monitoring and regulation of the interconnectivity of networks and

expansion of the ICT services to include other sectors for development.

2.2.2 Philippine Roadmap for Digital Startups: 2015 and Beyond

(DOST, 2015)

This stresses the short- and long-term strategic plan for the

Department of Science and Technology (DOST) and the Philippine start-

up community in developing technology-related innovation in the country.

The goal of this study is to generate economic growth and to find solutions

to issues such as social inequality, financial literacy, and health-care

provisions. This roadmap defines the direction to push forward in

internet-related innovation. The Roadmap provided by the DOST is

divided into three parts:

2.2.1.1 Part 1- summary of current Internet-related technology

ecosystems and startups.

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 2.2.1.2 Part 2- recommends areas of focus and future improvement for

the Philippines, a SWOT analysis of the local ecosystem is

likewise provided in this part.

2.2.1.3 Part 3- enumerates recommendations for all stakeholders to

improve the Philippine internet-related start-up ecosystem.

2.2.3 Practical Enterprise Architecture as an ICT Strategy for De La Salle

Philippines (Borra et al., 2017)

The Open Group Architecture Framework (TOGAF) is the chosen

by the researchers of the study to focus on Architecture Development

Iteration and Architecture Context Iteration of the Application

Development Method (ADM).

The researchers proposed that ICT Strategies are patterned to the

main components of TOGAF which are (1) architecture vision; (2)

architecture iterations, (3) baseline; and (4) target architecture, along with

the other main inputs and outputs required by the ADM. Overall, the study

seeks to contribute to the field of ICT strategic planning for universities.

The following pertinent results were derived:

2.2.3.1 The La Salle network has spent almost 1 billion in ICT from the

year 2008 to 2012.

2.2.3.2 25% of the key institution processes are not enabled by ICT or

have very minimal ICT intervention;

2.2.3.3 DLSU’s current staffing is heavy on user support (operational)

and thin on back-end system support (strategy and development)

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 when compared to industry benchmarks.

2.2.3.4 There is informal unified structure to govern ICT initiatives at the

DLSP levels. To solve these challenges, the goal is to focus on

five phases: (1) Architecture Vision; (2) Business Architecture;

(3) Information Systems Architecture; (4) Technology

Architecture; and (5) Opportunities and Solutions.

2.2.4 Information Technology Roadmap for the University of Alberta

(Schaeffer, 2012)

The study is the successor of the University’s previous IT plan

named Interchange 2007-2010. The said Interchange sought to build the

foundation of IT in the University of Alberta, the roadmap of the study

cited five pillars to construct that will ensure the utilization of it is a new

and efficient way. The study speaks of the future of their University’s IT

which is connected to the school’s vision: To empower the University

community through information technology excellence.

The five pillars mentioned are one of the parts of the roadmap: (1)

mobility; (2) green computing; (3) open data; (4) operational excellence;

and (5) best practices. As stated in the study, these pillars are not the

solution itself but rather, a means to an end. Hence, the study added that

predicting the future of University of Alberta’s IT is difficult, however,

when this is adopted, the University will be well-positioned in adapting

the changes and benefits from the IT department.

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2. 2.5 IT Consumerization & Enterprise Architecture: An Exploratory Case

Study (Zhou, 2017)

This thesis emphasizes the roles Enterprise Architecture can play

in the context of IT Consumerization. This also tackles the general

effectiveness and comprehensiveness of current EA frameworks in

addressing IT Consumerization needs. This study applied codes and

themes sensitizing concepts within The Open Group Architectural

Framework (TOGAF). The study suggests that IT Consumerization is a

domain which has a lot of unpredictability. Also, this study proposes that

for an EA practice to help in IT Consumerization initiatives, they should

ensure that EA practices are not limited to technical problem solving, but

also they have skills required for business problem-solving. Therefore, EA

can play a valuable role earlier in strategic processes which includes the

business strategy development, direction setting, and change prioritization.

The study concludes that to have a concrete long-term ICT

strategy; there must be a thorough assessment of where the school comes

to its ICT capabilities. This would be followed by phases of building the

entire Architecture Framework. The researcher states that the process is

the most practical solution to the growing challenge of DLSU’s ICT

management in the network of schools that would eventually lead to

effective and thriving education delivery.

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3 METHODOLOGY

The study observed the qualitative approach to collect and analyze empirical data

for this thesis through interviews, analysis of case studies and background of Pateros

Catholic School, and formulation of the roadmap based on the needs of the school. Thus,

a qualitative approach is appropriate for conducting critical studies (Danermark et al.,

2002; Sayer, 1992).

The research design of this study has multiple stages:. (1) Citation of a literature

review to understand the research context, its theoretical foundations and to identify

research questions; and (2) Formulation of the five-year format by considering its

contingency to the Pateros Catholic School’s academic plan, finance, and the likes.

Specifically, this study should answer and meet the architecture roadmap which is

outlined below:

3.1. Word package portfolio

3.1.1 Work package description (name, description, objectives)

3.1.2 Functional requirements

3.1.3 Dependencies

3.1.4 Relationship to opportunity

3.1.5 Relationship to architecture definition document and architecture

requirements specification

3.1.6 Relationship to any capability increments

3.1.7 Business value

3.1.8 Implementation factor assessment and deduction matrix

3.1.9 Impact

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3.2 Identification of Transaction Architectures, if any, including,

3.2.1 Relationship to architecture definition document

3.3 Implementation Recommendations

3.3.1 Criteria measures of effectiveness

3.3.2 Risk and issues

3.3.3 Solution building blocks

3.4 Conceptual Framework

STRATEGIZE FORMULATE EXECUTE

Creation of five- Approved five-

Citation of year information year IT
related literature technology architecture
regarding the architecture roadmap; and
information roadmap of Satisfied
technology Pateros Catholic teachers,
roadmap School using students, and
TOGAF management

Figure 2. Conceptual Framework

In this conceptual framework, the researcher inputs five local literature

studies, and five foreign studies which are related to the creation of information

technology architecture roadmap using TOGAF as reference. These studies will

help the researcher to gather essential points to connect to the research. In the

process, the researcher will be able to draft the five-year information technology

architecture roadmap for Pateros Catholic School. Lastly, the researcher seeks this

roadmap to be approved at the end of its study so that management, the teachers,

and the students of Pateros Catholic School will be satisfied in the Information

technology of the school.

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3.5 Theoretical Framework

The figure below shows the theoretical framework adapted for this study:

STRATEGIZE Third-Party Information

Data
Provider Technology
Governance
Independence Management
TOOLS TOOLS TOOLS
DRIVERS DRIVERS DRIVERS
SOLUTIONS SOLUTIONS SOLUTIONS
FORMULATE

Initiation Initiation Initiation

Design Design Design

Deployment Deployment Deployment

EXECUTE

INFORMATION TECHNOLOGY ARCHITECTURE

Figure 3. IT Architecture Roadmap Theoretical Framework

The School’s IT strategies for the next five school years will be grounded

in an architecture that will address administrative and academic processes. The

Roadmap will acknowledge transformation that will highlight fundamental shifts

in how hardware and software interacts with its various private sector customers

and partners. These changes will include a focus on effective I.T. utilization, and

student-centric technology enhanced teaching. This shift will likewise mean that

stakeholders will have confidence in the timeliness, integrity, and security of the

data they receive and its availability on a variety of platforms and devices.

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3.5.1 DATA GOVERNANCE

To promote usability, inter-operability, data sharing, and

integration, Data Governance will improve the ability of the school to

share resources and connect with users and stakeholders, while still

protecting the privacy and security of data. Communication and

transparency across the Department will be enabled through robust data

sharing and inter-operability, and improve the school’s ability to use

advanced data analytics to inform administrative decision making.

Improved usability and accessibility will allow the school to efficiently

connect with stakeholders to provide them access to the data and functions

that support the school’s mission.

Strategies:

1. Develop Policy for IT services and data that promotes a culture and

practices of open data sharing

2. Develop and maintain a common data model and segment architecture

3. Deploy a Business Intelligence Strategy that promotes data and

information exchange standards

4. Capture data sharing best practices from internal and external partners

5. Establish formal processes, and rules, for controlled sharing of data to

support open data sharing while protecting sensitive information

6. Publish approved policies, guidelines and mechanisms for sharing data

7. Identify and deploy information exchange protocols that facilitate

information exchange from existing systems

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3.5.2 THIRD-PARTY PROVIDER INDEPENDENCE

Independency from IT third-party provider states that an individual

or entity such as Pateros Catholic School should be independent from

other entity in providing investment banking or similar appraisal or

valuation services and with expertise generally in the valuation of

securities or other property for purposes of the IT roadmap.

In this sense, the researchers listed the following:

Strategies:

1. Develop qualifications for the outsourced ITs to debug dependency

from third-party providers.

2. Develop a budget plan.

3. Assessment of the school of the advantages and disadvantages in

establishing independency from third-party providers.

4. Bidding and contracting outsourced ITs must consider intricate rules

and regulations.

5. Bidding entails investment of money. Hence, the School must be

careful in investing money to tools, partners, and workforce to avoid

disruption in work ethics and performance.

6. The School must present their ideas to other IT experts to

accommodate suggestions and criticisms.

7. There must be a journal to track the progress of the school’s

independency from third-party providers.

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3.5.3 INFORMATION TECHNOLOGY MANAGEMENT

I.T. management is the key by which educational institutions move

from planning to actual execution, in both areas of administrative and

academic programs, as efficiently and effectively as possible, on time and

within budget. By bridging IT capabilities with administrative and

academic functions, Pateros Catholic School can reduce the overhead

associated with turning ideas into solutions.

Strategies:

1. Update policies and governance mechanisms for IT investment, budget

and acquisition review and approval to be consistent with new/updated

policies across all departments: the Grade School, the Junior High

School, the Senior High School, as well as the Administrative and

Support Personnel.

2. Clarify roles and responsibilities

3. Update the integrated governance framework for managing IT

investments, budgets and acquisitions to be consistent with new /

updated policies.

4. Update performance tools, templates, and training to incorporate

innovative, incremental techniques.

5. Update training for IT program and project managers to improve

knowledge of innovative, incremental processes and practices.

6. Utilize project costs and schedule dashboards based on bottoms-up

data feeds to help communicate IT projects transparency.

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References

Print Sources

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Based on TOGAF: Part of the Strategic Planning and Feasibility Study.

Alwadain, Ayed Said (2014). A Model Enterprise Architecture Evolution.

Albert et al., (2016). Examining Trends in ICT Statistics: How does the Philippines Fare
in ICT.

Borra et al. (2017). Practical Enterprise Architecture as an ICT Strategy for De La Salle
Philippines.

Graves, Tom (2009). Using TOGAF Beyond IT.

Gosselt. Rich (2012). A Maturity Model-based Roadmap for Implementing TOGAF.

Helfert. Fred (2011). Analysis of Enterprise Architecture Maturity Frameworks.

Maketas, Dimitrios et al. (2012). Integration of TOGAF and SABSA on the Increased
Effectiveness and Security of a Software Development Life Cycle, in the Context
of a Spinoff Compan

Preis, Douglas (2012). IT Enterprise Architecture.

Schaeffer, Jonathan (2012). Information Technology Roadmap for the University of

Alberta.

Velumani, Manoj (2017). Adoption of Agile Enterprise Architecture in Large

Organization: A Case Study.

Zhou, Eric (2017). IT Consumerization & Enterprise Architecture: An Exploratory Case Study

Newsletters

Boston College ITS (2015). Information Technology Strategic Plan.

Davies, Paul (2015). IT Strategy.

DOST (2015). Philippine Roadmap for Digital Startups: 2015 and Beyond.

University of Michigan (2014). Enterprise Architecture Charter Unleash the Innovation.

University of Western Sydney (2012). UWS Information Technology.

Whitten, Jeffrey (2004). Roadmap for Enterprise Applications.

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