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

3. MoD and EA for NEC: a maturity assessment
Introduction
EA for NEC involves becoming world class at Business Integration
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

4. KSA Mission & Approach
The KSA mission, approach and values have continued to prove relevant and appropriate
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.
KSA APPROACH
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

5. KSA History It’s been a good fight against the MoD’s 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 08
Oct 08
Dec 08
Mar 09
July 09
Dec 09
Mar 10
Challenges
What on earth is it?”
“It makes no sense”
“It will never work”
“It’s 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. KSA Approach
Recent KSA work has blended EA transformation with focused pathfinders
Enterprise Transformation: “Drive systemic change”
Improve Capability Coherence
- Support JCB strategy development
- Orchestrate refresh of CMS’s to include capability requirements
- Improve capability dependency management
- Establish context for enterprise Management Information
Carrier Strike
CS Requirements
CS Comms & Info solution
CS Governance, architecture & programme mgmt
Herrick J6
Establish coherent CIS requirements
Establish coherent governance
Drive priority interventions
Support C-IED IM/IX reqmnts
Embed NEC Governance
Operationalise the Network Capability Authority
Embed NEC within TLCM
Simplify NEC assurance
Establish IM/IX requirement process & culture
Review & drive recommendations:
Implement SOSA
Develop SOSA rulebook
Build SOSA operating model within SEIG
Embed SOSA design principles
Plan Enterprise SOSA implementation
Pathfinders: “Drive early value, and pathfind transformational change”
Leveraging Extended KSA: “Maximise long-term benefits through other enabling functions”

7. Network Enabled Capability
The need for NEC is likely to grow in importance through the SDR
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
[ Using EA maturity model from Institute for Enterprise Architecture Developments ]

8. (No extended Enterprise Architecture)
The NEC Challenge for MoD
For NEC, EA is a business integration even more than a technical integration issue
Level 0
Level 1
Level 2
Level 3
Level 4
Level 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
MoD’s business challenges have evolved faster than the organisation’s 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
[ Using EA maturity model from Institute for Enterprise Architecture Developments ]

9. (No extended Enterprise Architecture)
The NEC Challenge for MoD
2008 NEC gap analysis showed disconnect between strategy and delivery
Level 0
Level 1
Level 2
Level 3
Level 4
Level 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
NEC gap analysis, June 2008
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
[ Using EA maturity model from Institute for Enterprise Architecture Developments ]

10. (No extended Enterprise Architecture)
Integration Issues: Enterprise
Pathfinder on NEC for current operations showed governance as the root issue
Level 0
Level 1
Level 2
Level 3
Level 4
Level 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 ]

11. Integration Issues: Prog Mgt
We found wide-ranging levels of confidence in securing coherent interoperability across the network and project teams
Self Assessment
Network
Programme
Project
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 EN
CBM
ISS J6
SEIG N6 A6
JCA
CVF
MASC
Af Spt
Networks are largely unsighted on requirements and assumptions
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
Ineffective approach to IO, risk and change
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
Projects have greater confidence in future network development plans
© Crown Copyright 2010

12. (No extended Enterprise Architecture)
System of Systems Maturity
To achieve SoS maturity, MoD needs to adopt a ‘services’ approach
Level 0
Level 1
Level 2
Level 3
Level 4
Level 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 ]

13. (No extended Enterprise Architecture)
System of Systems Maturity
There is a big range in SoS maturity across Defence
Level 0
Level 1
Level 2
Level 3
Level 4
Level 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 ]

14. (No extended Enterprise Architecture)
Systemic Issues
Over its first year, KSA has identified the strategic issues inhibiting MoD’s implementation of NEC
Level 0
Level 1
Level 2
Level 3
Level 4
Level 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
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
[ Using EA maturity model from Institute for Enterprise Architecture Developments ]

15. (No extended Enterprise Architecture)
Key Building Blocks
KSA is embedding the building blocks needed to address the strategic issues
Level 0
Level 1
Level 2
Level 3
Level 4
Level 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 ]

16. (No extended Enterprise Architecture)
Building Block: SOSA
SOSA drives and supports commonality, re-use and interoperability in all phases of defence acquisition
Level 0
Level 1
Level 2
Level 3
Level 4
Level 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. Building Block: SOSA Principles
A single set of unifying principles have been agreed across capability management organisation
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.

18. Capability Decision Makers Capability Developers Capability Users
DCDS (Cap)
Joint Capability Board (JCB)
Head of Capability (HoC)
CIO
CIO SDG
Programme Boards
IAB
Capability Developers
Capability Users
DE&S COO
NCA
Delivery Teams & IPTs
Solution Domains
Delivery Directorates
Programme Support Function (PSF)
Science Innovation Technology (SIT)
Industry
Defence Estates
NTA
NOA
SEIG
FLCs
PJHQ
Capability Branches
ACDS (logs)
TLB Process Owners
MoD Employees and Contractors
Decisions
aligned to..
Solutions
developed to..
Solution
meets..
DESIGN PRINCIPLES
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
SOSA Steering Group
Management of scope, progress, priority and risks & issues
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
Use
Mandated by
JSP 906
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
CIO
DE&S CIO
Domains*
SEIG
* SOSA V1.0 – C4; Logs; ISTAR
Assurors
Self Assurance
D Scrutiny
DE&S CIO ……
TLCM
TBD
Users
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
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
Roles & Responsibilities:
To reflect the management, use and governance of Principles and the SOSA Rulebook

19. Building Block: Network Capability Authority
Network Governance Structure
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
That there is a Network Capability Authority (NCA)
That the NCA exists within a wider end-to-end governance structure
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
The Network as a managed entity
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
Network
Capability
Authority
Network
Technical
Authority
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
Network
Operating
Authority
Responsible for the operation of the network in an effective and secure manner
‘Red Card’ – 20%
Responsible for formally endorsing new projects and capabilities to ensure compliance.
Network
Capability
Authority
Network Governance Scope
‘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
C4 CMG Applications
Capability Applications
Business Applications
Gateway services to MN, OGD, NGO & Industry
C4 Information Services
Platform IS
Communications Network Services

20. Building Block: OpIS
In support of Defence Main Effort, increase pace & coherence of capability planning & delivery in order to achieve Information Superiority on operations
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

21. Strategic integration with a clear view of goodness
Building Block: Capability Planning
Strategic integration with a clear view of goodness
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 harm’s 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

22. (No extended Enterprise Architecture)
Summary
MoD is maturing steadily, but there is a long lead time and further to go
Level 0
Level 1
Level 2
Level 3
Level 4
Level 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
Capability Strategy
SoSA Rulebook
Review of Defence
Organisation
SDR
Domain architect
involvement
SEIG
Transformation
SoSA
Network Capability
Authority
CIO SDG
Carrier Strike
OpIS
MODIS
TLCM
[ Using EA maturity model from Institute for Enterprise Architecture Developments ]