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© Crown Copyright 2010 KSA brief to Integrated EA conference 10 March 2010.

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Presentation on theme: "© Crown Copyright 2010 KSA brief to Integrated EA conference 10 March 2010."— Presentation transcript:

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2 © Crown Copyright 2010 KSA brief to Integrated EA conference 10 March 2010

3 © Crown Copyright 2010 Unclassified 3 Introduction MoD and EA for NEC: a maturity assessment KSA – one year on and working EA for NEC – what goodness looks like EA for NEC – maturity today Progress and looking ahead EA for NEC involves becoming world class at Business Integration

4 © Crown Copyright 2010 Unclassified 4 KSA Role TRUSTED ADVISOR CHANGE AGENT KSA Style CREATIVE IMPATIENCE CLIENT FOCUSSED KSA Team SELF-GUIDING ONE TEAM KSA – Key Change Levers SOFT: CREDIBILITY, INDEPENDENCE, INFLUENCE HARD: CIO SYSTEMS DIRECTION GROUP, NEC GOVERNANCE, TLCM KSA APPROACH KSA Mission & Approach Single Statement of User Need To provide the MOD with demonstrably independent and highly capable expert advice and support in the execution of Defence Enterprise Planning to assist the NEC Senior Responsible Owner (SRO) in the delivery and through-life management of NEC. KSA Mission To advance the success of NEC by improving the planning, designing, development and deployment of networked capabilities within UK Defence by connecting business, operational and technical activity across organisational boundaries. The KSA mission, approach and values have continued to prove relevant and appropriate

5 © Crown Copyright 2010 Unclassified 5 KSA History Its been a good fight against the MoDs immune system KSA pre- study KSA theme KSA shadow service Enduring service 1: Develop agenda Enduring service 2: Pathfinders Enduring service 3: Embed NEC Enduring service 4: Connect & Transform July 08Oct 08Dec 08Mar 09July 09Dec 09Mar 10 Challenges What on earth is it? It makes no sense It will never work Its too ….. and not enough ….. So what - it will never last Gotcha! How does X fit into Y? Clear Mission & CONOPs Sell Prove it… Early wins Agreed… Build broad strategic agenda Deliver & build impact with senior stakeholders Deliver & follow through with rigour & tenacity Connect & Strategic Defence Review Responses

6 © Crown Copyright 2010 Unclassified 6 Pathfinders:Drive early value, and pathfind transformational change Improve Capability Coherence - Support JCB strategy development - Orchestrate refresh of CMSs to include capability requirements - Improve capability dependency management - Establish context for enterprise Management Information Embed NEC Governance - Operationalise the Network Capability Authority - Embed NEC within TLCM - Simplify NEC assurance - Establish IM/IX requirement process & culture Implement SOSA - Develop SOSA rulebook - Build SOSA operating model within SEIG - Embed SOSA design principles - Plan Enterprise SOSA implementation Carrier Strike CS Requirements CS Comms & Info solution CS Governance, architecture & programme mgmt Enterprise Transformation: Drive systemic change Herrick J6 Establish coherent CIS requirements Establish coherent governance Drive priority interventions Support C-IED IM/IX reqmnts Leveraging Extended KSA: Maximise long-term benefits through other enabling functions Review & drive recommendations: KSA Approach Recent KSA work has blended EA transformation with focused pathfinders

7 © Crown Copyright 2010 Unclassified 7 [ Using EA maturity model from Institute for Enterprise Architecture Developments ] Network Enabled Capability Definition of Network Enabled Capability: The Right Information, at the Right Place, at the Right Time, to enable the Right Decision, in order to deliver the Right Effect and achieve the Right Outcome'. Information Management + Information Exploitation = Information Superiority Information Superiority in Defence Terms = Battle Winning Intelligence and Effective Command and Control Today this is fundamentally delivered via Interoperable Computing Information Systems The side with Information Superiority usually wins The need for NEC is likely to grow in importance through the SDR

8 © Crown Copyright 2010 Unclassified 8 Level 0Level 1Level 2Level 3Level 4Level 5 (No extended Enterprise Architecture) (Initial)(Under Development) (Defined)(Managed)(Optimised) Business & technology strategy alignment Extended Enterprise Involvement Executive - Management Involvement Business Units Involvement Extended Enterprise Architecture Programme Office Extended Enterprise Architecture Developments Extended Enterprise Architecture Results Strategic Governance Enterprise Programme Management Holistic Extended Enterprise Architecture Enterprise Budget & Procurement Strategy [ Using EA maturity model from Institute for Enterprise Architecture Developments ] The NEC Challenge for MoD MoDs business challenges have evolved faster than the organisations ability to meet them Speed & range of threats Interdependency and interoperability Speed of capability / technology change To meet these challenges, MoD needs to develop the: Processes Organisation Governance and Behaviours to drive the right business and technical integration at the right time For NEC, EA is a business integration even more than a technical integration issue

9 © Crown Copyright 2010 Unclassified 9 Level 0Level 1Level 2Level 3Level 4Level 5 (No extended Enterprise Architecture) (Initial)(Under Development) (Defined)(Managed)(Optimised) Business & technology strategy alignment Extended Enterprise Involvement Executive - Management Involvement Business Units Involvement Extended Enterprise Architecture Programme Office Extended Enterprise Architecture Developments Extended Enterprise Architecture Results Strategic Governance Enterprise Programme Management Holistic Extended Enterprise Architecture Enterprise Budget & Procurement Strategy [ Using EA maturity model from Institute for Enterprise Architecture Developments ] The NEC Challenge for MoD 2008 NEC gap analysis showed disconnect between strategy and delivery Too Much: Bureaucracy Procedures Rules & Regulations Roles Standards Documentation Local focus Repetition Churn Not Enough: Unity of Effort Enterprise Planning Streamlined Governance Standard role descriptions One set of simple standards Organisational Integration Symbiotic Industry collaboration Excellent: People (mostly) Tools (but sub- optimally deployed) Operational Experience Localised Knowledge NEC gap analysis, June 2008

10 © Crown Copyright 2010 Unclassified 10 Level 0Level 1Level 2Level 3Level 4Level 5 (No extended Enterprise Architecture) (Initial)(Under Development) (Defined)(Managed)(Optimised) Business & technology strategy alignment Extended Enterprise Involvement Executive - Management Involvement Business Units Involvement Extended Enterprise Architecture Programme Office Extended Enterprise Architecture Developments Extended Enterprise Architecture Results Strategic Governance Enterprise Programme Management Holistic Extended Enterprise Architecture Enterprise Budget & Procurement Strategy [ Using EA maturity model from Institute for Enterprise Architecture Developments ] Integration Issues: Enterprise Pathfinder on NEC for current operations showed governance as the root issue

11 © Crown Copyright 2010 Unclassified 11 © Crown Copyright 2010 Requirements Information Exchange Requirement – Our IER are understood and based on valid and relevant conuse Level of Interoperability – The levels of interoperability (IO) we require are clearly defined and understood Taxonomy – We use a common taxonomy to describe our IER and allow optimum network integration Assumptions – Our assumptions are clearly defined, valid and accurate and the impact of possible changes understood Governance & Programme Management Plan – We have a robust plan for realising IO and integration in accordance with CS capability milestones Process – We have a robust process for managing risks, issues and changes Standards – We have a defined set of standards for IO and capability integration and a process to manage their development Network Management – We have an effective framework for managing our network capability and its cost of use Network Solution Security & Assurance – We have a robust plan for ensuring security and assurance within and across the network Resilience – Our network is resilient to hostile intent and has embedded redundancy capability Versatility – We understand how our network will integrate with other allied networks Capability Exploitation – The Network enables capability exploitation through effective 2-way information exchange Future Growth – Our information exchange strategies allow future incremental growth and enable increasing levels of IO and integration NetworkProjectProgramme ENCBMISSJ6N6JCA CVF MASC Af Spt SEIGA6 Networks are largely unsighted on requirements and assumptions Ineffective approach to IO, risk and change Projects have greater confidence in future network development plans We found wide-ranging levels of confidence in securing coherent interoperability across the network and project teams Self Assessment Integration Issues: Prog Mgt

12 © Crown Copyright 2010 Unclassified 12 Level 0Level 1Level 2Level 3Level 4Level 5 (No extended Enterprise Architecture) (Initial)(Under Development) (Defined)(Managed)(Optimised) Business & technology strategy alignment Extended Enterprise Involvement Executive - Management Involvement Business Units Involvement Extended Enterprise Architecture Programme Office Extended Enterprise Architecture Developments Extended Enterprise Architecture Results Strategic Governance Enterprise Programme Management Holistic Extended Enterprise Architecture Enterprise Budget & Procurement Strategy [ Using EA maturity model from Institute for Enterprise Architecture Developments ] To achieve SoS maturity, MoD needs to adopt a services approach System of Systems Maturity

13 © Crown Copyright 2010 Unclassified 13 Level 0Level 1Level 2Level 3Level 4Level 5 (No extended Enterprise Architecture) (Initial)(Under Development) (Defined)(Managed)(Optimised) Business & technology strategy alignment Extended Enterprise Involvement Executive - Management Involvement Business Units Involvement Extended Enterprise Architecture Programme Office Extended Enterprise Architecture Developments Extended Enterprise Architecture Results Strategic Governance Enterprise Programme Management Holistic Extended Enterprise Architecture Enterprise Budget & Procurement Strategy [ Using EA maturity model from Institute for Enterprise Architecture Developments ] System of Systems Maturity There is a big range in SoS maturity across Defence

14 © Crown Copyright 2010 Unclassified 14 Level 0Level 1Level 2Level 3Level 4Level 5 (No extended Enterprise Architecture) (Initial)(Under Development) (Defined)(Managed)(Optimised) Business & technology strategy alignment Extended Enterprise Involvement Executive - Management Involvement Business Units Involvement Extended Enterprise Architecture Programme Office Extended Enterprise Architecture Developments Extended Enterprise Architecture Results Strategic Governance Enterprise Programme Management Holistic Extended Enterprise Architecture Enterprise Budget & Procurement Strategy [ Using EA maturity model from Institute for Enterprise Architecture Developments ] Systemic Issues Inconsistent, misaligned capability strategies Lack of business and information perspectives in requirement setting Cross-domain network and spectrum issues not considered effectively Lack of coherent, supported operational focus for capability planning, delivery and management functions Incoherent governance, standards, architectures and policies across systems & platforms Over its first year, KSA has identified the strategic issues inhibiting MoDs implementation of NEC

15 © Crown Copyright 2010 Unclassified 15 Level 0Level 1Level 2Level 3Level 4Level 5 (No extended Enterprise Architecture) (Initial)(Under Development) (Defined)(Managed)(Optimised) Business & technology strategy alignment Extended Enterprise Involvement Executive - Management Involvement Business Units Involvement Extended Enterprise Architecture Programme Office Extended Enterprise Architecture Developments Extended Enterprise Architecture Results Strategic Governance Enterprise Programme Management Holistic Extended Enterprise Architecture Enterprise Budget & Procurement Strategy [ Using EA maturity model from Institute for Enterprise Architecture Developments ] Key Building Blocks KSA is embedding the building blocks needed to address the strategic issues

16 Building Block: SOSA SOSA drives and supports commonality, re-use and interoperability in all phases of defence acquisition Level 0Level 1Level 2Level 3Level 4Level 5 (No extended Enterprise Architecture) (Initial)(Under Development) (Defined)(Managed)(Optimised) Business & technology strategy alignment Extended Enterprise Involvement Executive - Management Involvement Business Units Involvement Extended Enterprise Architecture Programme Office Extended Enterprise Architecture Developments Extended Enterprise Architecture Results Strategic Governance Enterprise Programme Management Holistic Extended Enterprise Architecture Enterprise Budget & Procurement Strategy [ Using EA maturity model from Institute for Enterprise Architecture Developments ]

17 © Crown Copyright 2010 Unclassified 17 Business Drivers P1. Unifying the Business: The organisation will achieve unified business and Operational goals that will be delivered through a governance framework to assign authority and guide dedicated delivery units, who will be responsible for ensuring collaboration, in the delivery of coherent solutions and their successful in-service acceptance. P2. Driving Improvements in Business & Operational Effectiveness: Solutions will be developed to deliver business and operational effectiveness that is informed by use. Solution requirements will include the through-life dimensions of development, use and support, across all DLoDs. Dimensions include financial, exportability, performance, assurance, dependability, safety and supportability. P3. Minimising Diversity: Solutions will be delivered to ensure that the total cost of managing and supporting a portfolio of systems, components, tools, facilities, Infrastructure and suppliers is minimised across all Defence Lines of Development. Reuse P4. Design for Reuse: All Defence Lines of Development will deliver solutions by exploiting legacy and ensuring that new solutions and their constituent parts are designed so as not to preclude their reuse across the Enterprise. P5. Building with Proven Solutions: Solutions will be Off the Shelf component based. Only when this is proven to be ineffective, in terms of cost and time, will tailored Off the Shelf or bespoke components be procured. P6. Ensuring Commonality of Services Across the Enterprise: Common services will be provided by the same solution irrespective of organisational and operational situ, security domain and infrastructure. Interoperability P7. Designing for Flexible Interoperability: Interoperability will be achieved by full electronic integration whilst supporting the need for flexibility in the end to end business process and solution, during acquisition and deployment, by ensuring that solutions are of modular design that is aligned to business process. P8. Conforming to Open Standards: Solutions will be designed with Open Standards in a manner that is not detrimental to innovation and Operational superiority. P9. Information as an Asset: Solutions will be developed by ensuring that Information is managed across the Enterprise, maximising accessibility without comprising security. Building Block: SOSA Principles A single set of unifying principles have been agreed across capability management organisation

18 © Crown Copyright 2010 Unclassified 18 Assurors DESIGN PRINCIPLES Capability Developers Capability Decision Makers DCDS (Cap) Joint Capability Board (JCB) Head of Capability (HoC) CIO CIO SDG Programme Boards IAB DE&S COO NCA Delivery Teams & IPTs Solution Domains Delivery Directorates Programme Support Function (PSF) Science Innovation Technology (SIT) Industry Defence Estates Capability Users FLCs PJHQ Capability Branches ACDS (logs) TLB Process Owners MoD Employees and Contractors SEIGDomains*CIODE&S CIO Self AssuranceTLCM NTA NOA SEIG Projects & Programmes operate a green card regime Decisions made in alignment with the Principles and SOSA Rulebook Solutions are developed to align with the Principles and SOSA Rulebook Users received solutions aligned to the Principles and SOSA Rulebook & ensure that the Principles are fit for purpose SOSA provides: The context required to deliver interoperable solutions The rules and guidance necessary to ensure commonality, standardisation, solution re-use and interoperability A Blueprint for NEC assurance The shared principles supporting the MoD in shaping programmes and making coherent decisions A shared understanding, language and approach describing the NEC context Assistance in the identification of the NEC trade-space Principles endorsed by: CIO SDG; DCDS (Cap) and DE& S COO Governed by: CIO SDG Maintained by: SEIG SOSA incrementally developed, first release March 2010, next April 2010 SOSA embedded via support to Operational IS Prog Board Projects & Programmes will be audited Ensuring that the Principles and SOSA Rulebook are followed Validate that the Principles and SOSA Rulebook meet the needs of the organisation Use Mandated by JSP 906 aligned to.. SolutionsDecisionsdeveloped to..Solutionmeets.. Roles & Responsibilities: To reflect the management, use and governance of Principles and the SOSA Rulebook * SOSA V1.0 – C4; Logs; ISTAR SOSA Steering Group Management of scope, progress, priority and risks & issues Design Principles Set the direction of SOSA SOSA Rulebook Provides the rules and methods that deliver SOSA SOSA Operating Model Delivers the SOSA Rulebook, issues management & education D Scrutiny …… TBD Users

19 © Crown Copyright 2010 Unclassified 19 The Network as a managed entity Network Technical Authority Network Operating Authority Aim To have a clear overarching set of Authorities to manage the development and release of new capabilities and applications onto our operational network. Proposal 1.That there is a Network Capability Authority (NCA) 2.That the NCA exists within a wider end-to-end governance structure 3.That the Scope of the authority explicitly includes both the business and the battle space, and extends from the physical network to the application layer Network Governance Structure Ensures that the planned capability for the network is aligned with the vision for NEC, meeting the milestones as defined in the NEC plan Ensures that new requirements on the network are coherent with endorsed capability standards and the planned capability Responsible for planning and delivering the technical solution that will meet the C4 capability goals The authority for bringing new capability on to the network in alignment with this overall technical vision Responsible for the operation of the network in an effective and secure manner Network Capability Authority Red Card – 20% Responsible for formally endorsing new projects and capabilities to ensure compliance. Green Card – 80% Provides a single point of contact for development of network requirements Authority for the network capability – holds and maintains the recognised capability view in support of the CMG/CPGs Supports dependent capabilities to develop requirements that are aligned with the vision for the network Develops and maintains the standards for the network capability Network Capability Authority Communications Network Services C4 Information Services C4 CMG Applications Gateway services to MN, OGD, NGO & Industry Platform IS Capability Applications Business Applications Network Governance Scope Building Block: Network Capability Authority

20 © Crown Copyright 2010 Unclassified 20 Building Block: OpIS Fulfilment New governance levers needed in order to effect transformational change: Direct escalation route to VCDS to remove blockers Clarity of purpose across all stakeholders MI to drive support to operations and potential changes to EP Tempo to match need of operations Endorsed requirement set for the IS for the whole operation Hot topic escalation In support of Defence Main Effort, increase pace & coherence of capability planning & delivery in order to achieve Information Superiority on operations

21 © Crown Copyright 2010 Unclassified 21 Building Block: Capability Planning Guidance, for example: -SfD interpreted into Capability Terms Task of Capability SubStrategy -Assumptions/priorities clearly articulated Planning Principles, for example: -Reduce ownership & infrastructure cost -Reduce number of people in harms way -Design to cost; design for export -Multirole; Modular; Consider outsource -Enablers hallmark (ISTAR; NCA; Training) -SoSA hallmark; Exploit legacy to the full -Balanced Industry à la DIS Organisation & Process fit for purpose -TLCM to work for us, not us for TLCM -Centres for Excellence (eg Reqts Eng) -Continuous Improvement; Edu & Training Unity of purpose around Defence -Shared understanding of Capabilities -Shared understanding of Enablers -Shared understanding of Dependencies -CMS consistency with same look & feel -CRS coherence from SfD to DLoDs Collegiate thinking time; trust; 360 s Empowerment/incentives to innovate Incentives to increase output for £ Clear roles/responsibilities/training Clear decision making; clear MI Contractual relationship with DE&S S&T to answer Capability Questions S&T to seek Barnes Wallis moment Collaborative Industry relationship Strategic integration with a clear view of goodness

22 © Crown Copyright 2010 Unclassified 22 Summary MoD is maturing steadily, but there is a long lead time and further to go Level 0Level 1Level 2Level 3Level 4Level 5 (No extended Enterprise Architecture) (Initial)(Under Development) (Defined)(Managed)(Optimised) Business & technology strategy alignment Extended Enterprise Involvement Executive - Management Involvement Business Units Involvement Extended Enterprise Architecture Programme Office Extended Enterprise Architecture Developments Extended Enterprise Architecture Results Strategic Governance Enterprise Programme Management Holistic Extended Enterprise Architecture Enterprise Budget & Procurement Strategy [ Using EA maturity model from Institute for Enterprise Architecture Developments ] SDR CIO SDG OpIS Capability Strategy SoSA Review of Defence Organisation MODIS SEIG Transformation Carrier Strike TLCM Network Capability Authority SoSA Rulebook Domain architect involvement


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