Module 3 Reflection

I have learned that the systems and processes of my current organization have several frameworks creating separate “silos” functioning independently while accessing the same budget. For example, the Educational Services is made up of 10 divisions, some with directors, some without, and all reporting the Assistant Superintendent Curriculum & Resources. With each division it appears to be different systems and very little communication with the Technology Department.  While near in proximity in the building, far away in the architecture is the Technology Department organized under Business Services. By breaking down the systems and their subdivisions I found that with some reorganization and communication systems in place the beginnings of a Business Architecture is not as far off as I was predicting. However, this reorganization is not as simple as it looks in a diagram.  I found that the current systems are deeply rooted in “the way it has always been done” rationale.

I spoke briefly to the new Superintendent about the current systems in place and her plans for the future around this.  She reported that while she did not plan make any changes this soon in her position, there was an obvious lack of communication which she needed to not only address to practical business, but also because she is still trying to understand all the different systems in the district as they are currently and needs the communication herself.  The first directors committee meetings was well received and I found myself in shock that she had to implement a regular meeting of directors. I was not shocked however that she did not appear to be familiar with Enterprise Architecture, but with an invitation to meet with her again I am encouraged that she wants to learn of everyone’s perspectives and hopeful that she will begin addressing the gaps and create a foundation for Business Architecture. The first gap I identified was communication so I think she is off to a great start!