“Version 3.0 of the NASCIO Enterprise Architecture Tool-Kit is part of a portfolio of products and services provided by NASCIO to assist the states in the development of their frameworks, methodologies, programs, and projects for delivering quality business and technology solutions.” (NASCIO, 2004, p.1). This tool-kit was designed to “assist the states,” a massive, multi-billion dollar entity. The fifteen different jobs would require immense work in order to justify the salaries that would accompany their existences. Scott (2012) demonstrates the following equation:
Enterprise Architecture = Strategy + Business + Technology If the Strategy element of that equation calls into question its very affordability by being so huge, then the purpose of EA is for naught. Districts pay a great deal of attention to the ratio of administrative salaries to the overall budget. Ignoring that reality invalidates searching for efficiencies. For example, in outlining the various roles NASCIO relays “While some of the individuals that serve in these roles may reside in the EA program management office, others may simply interact with the office.” (NASCIO, 2004, p.28) If your enterprise isn’t big enough to have a management office to house your EA program, then all of these hats have to be worn by a remarkably few people. In that light I agree that “the role of Overseer can be combined with the roles of Manager, Advisor, and Communicator.” (NASCIO, 2004, p.45). Without discounting the extremely important role of Champion, because every change action needs to be constantly marketed, I could see that role wrapped into Overseer as well. In full, as daunting as the list of roles may seem to a small school district, it does make it clear that there are distinct responsibilities to be carried out with fidelity if the enterprise architecture is to be effective. The organizational chart places the Superintendent at the top, reporting, of course, to a five member school board. Below him sits two principals and the director of special education, who in large part are responsible for certificated staffing decisions. On equal par, in that he reports directly to the superintendent, is the director of technology, who in turn manages three technology specialists and a data specialist (largely in charge of the student information system, SDOL). As it pertains to who would participate in the district’s enterprise architecture governance, these leaders comprise Cabinet, playing a critical role in all significant decisions of funding and philosophy at Rowe School. Resources: (NASCIO). (2004). NASCIO EA Development Tool-Kit: Introduction & Architecture Governance, version 3.0. Retrieved on October 24, 2016 from https://drive.google.com/open?id=0B-sEe_sOSebYcWVibHhVM0RJU00 |