An IT Architecture for Emory University
Approved by CIRT
Document 1: Emory Priorities and Architectural Requirements
1999-2000
ITA Version 3.4.7
© 1999 Emory University
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1.
Summary
The impact of Information Technology (IT) on the life of the University continues to grow. On the
one hand, IT has already enabled us to pursue our mission in new and better ways and
presents opportunities for further improvement. But on the other hand, IT creates the potential to
disrupt our lives when critical systems fail or when the technology isolates us from one other.
Moreover, in a time of constrained budgets the increasing amount of money being invested in IT
causes great concern. New systems are constantly introduced by Schools and Divisions of the
University, more staff time is devoted to IT support, and tens of millions of dollars are spent
every year.
In such circumstances, we must develop (and follow) a set of guidelines for acquiring new IT
resources and deploying them in a consistent and cost-effective way across Emory. Whether or
not we adopt University guidelines of the types proposed here, IT will continue to change and
we will continue to invest money in it. Because of the costs, in terms of both time and money,
we should attempt to get the most benefit to the University from them.
As we develop such a set of guidelines (called an “Information Technology Architecture”, a
phrase discussed below), we can build on work that has already been done in setting some
standards, defining some policies, and introducing new systems. The time has now come to pull
this ad hoc work into a framework, and make some Emory-wide decisions about how we will go
forward.
Agreeing on our priorities, and approving an architecture consistent with reaching those
priorities, do not in themselves constitute a decision to spend money. (Indeed, having a set of
policies and standards should contribute towards controlling costs.) Instead, creating an
architecture sets some technology directions that we can travel together and provides a
framework within which we can make cost-benefit decisions about new expenditures of money
and time.
Even then, sudden, unpredictable, but inevitable, changes in the environment will afford
exploitable opportunities that we had not considered in forming our previously stated priorities.
We need to be prepared to perceive those opportunities, and know how we can mobilize
ourselves to exploit them. One goal of the architecture is to create an environment that can
support our priorities today and respond quickly to take advantage of the opportunities of
tomorrow. How fast we can afford to move towards our priorities and take advantage of
opportunities is another matter, which the University leadership can decide as approval is
sought for specific new projects.
Agreeing on a set of common policies and standards would result in a more flexible environment
in which our systems work together, our information resources are easily accessible, we can
respond more quickly as circumstances and needs change, new implementations take less
time, the cost of support is limited, and everyone understands the technological direction in
which we are heading. This last point is important as our environment becomes more complex,
and as units of the University deploy their own systems to deal with their own particular set of
needs.
Accordingly, the Provost has chartered a committee chaired by Dean Hunter to lead the process
of developing such a set of guidelines. The committee’s membership and charter, the process to
be used, and progress so far, are all described in this document.
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