Presentation on theme: "HEADQUARTERS. Enterprise Architecture in The Swedish Armed Forces Rear Admiral (L.H.) Thomas Engevall, CIO & Head of ERP Systems Swedish Armed Forces."— Presentation transcript:
HEADQUARTERS Demands later To Be Measures GAP Is Enterprise Resources Demands until now Required future statePresent state HOW
HEADQUARTERS 10 FMUP CONOPS TOEM TTEM Specification Standards Specification Standards Acquisition Documents Acquisition Documents Document based Capability development Model Based Capability Development Traditional and Model Based Capability Development Legend: FMUP = Swedish Armed Forces Development Plan, TOEM = Tactical, Organisational, Economic Aim Document, TTEM = Tactical Technical Economic Aim Document
HEADQUARTERS Who + Where Operational Personnel1000 (SwAF), 500 (FMV) Management and Middle Management 200 (SwAF), 100 (FMV) Executive Decision makers11 (SwAF), 40 (FMV) 11 The number of people that are influenced by the change in the SwAF HQ and at FMV
HEADQUARTERS Who + Where Strategy and business alignmentInfluenced in SwAF and at FMV ProcessesMainly in the early phases and for doing decisions on route ahead. New methods are introduced. System support and technologyNew tools and technical capabilities are required. Organisation, roles and responsibilityIncreased transparency, roles that isn't needed anymore. New roles. Culture and leadershipNeed to know vs Need to share to win OtherNo Big Bang. A gradual change 12 Business areas that are influenced by the change in SwAF HQ and at FMV
HEADQUARTERS Nordic Battle Group 2008 Sweden (2300), Finland (200), Norway (150), Ireland (80) Estonia (50)
HEADQUARTERS Nordic Battle Group 2008 major experiences Sweden has developed the capability to develop and lead complex multinational operations and exercises within the political EU framework. The high level of training and competence within the officers and soldiers has shown future potential with new personnel concept. NBG has been a driver for defence reform –Focus –Time and Deadlines Fixed –Mindset within AF and in political level changed (still more to do...) –Command and Control –Logistics –Joint Operations Experience reports are produced An overall success!
HEADQUARTERS NBG 2008 challenges Flexibility and expeditionary mindset Situation awareness and intelligence Deployment and logistics Athena mechanism and operations budget Common political – military understanding (nationally – internationally) Civil-Military cooperation, comprehensive approach Budget constraints Materiel and systems ready for training and operations Late and limited use of architecture related tools
HEADQUARTERS EA in SwAF Step 1: STANDARDIZE OUR MISSION UNITS/SYSTEMS Information interfaces, Interoperability, Communication, Modularity, Logistic, Maintenance, Training, Doctrine, Aim Documentation etc.
HEADQUARTERS EA in SwAF Step 2: INCREASE USEABILITY Exploit the standardization to introduce new capabilities/combined mission units more rapidly and to lower costs compared to today
HEADQUARTERS EA in SwAF Step 3: EXPLOIT USEABILITY TO THE MAXIMUM LEVEL Govern and optimize the operation of SwAF over time.
HEADQUARTERS Battle Group 2011 Force Commander is appointed: –Brigadier General Stefan Andersson (Army) Experiences from NBG 2008 are being incorporated in the current planning –Equipment (ready for use before training year (2010) –Challenges addressed –Early staffing of key personnel Nations participation: Finland, Norway, Ireland & Estonia 2000+ soldiers (of which 1600 are Swedish). Readiness level 10 days, Endurance 30 (1290) days One of the areas where we now are using MODAF and architectural work
HEADQUARTERS Recommendations Use a stable and established framework with belonging rules and principles. All models that are created in a state of No Rules Involved for descriptions, design and life cycle management, will diverge in such a way that they need to me re-modelled when necessary rules are finally introduced. Something that will be costly. Very costly. NEC properties as e.g. flexibility, adaptively, modularity, interoperability and so on, requires a developed way of looking at the defence enterprise (service oriented) and new method and structural components. We must also get used to new words and be able to re-learn - but…. Data and information are strategic resources. Not only something that could be presupposed to exist. Start to deal with data, meta data and information as strategic important assets for defence. To do that…. We must invest in new competencies.
HEADQUARTERS What works Focus on your own daily business and capture and address its problems and challenges. Use a language that is understandable for decision makers and co- workers. Keep architectures in a tight leash. Make use of a developed information and communication strategy Exploit examples that are easy to understand and adopt Create sponsorship from executive level. Quit theorizing too much. Work! Dont give up! Deliver results that are useful to the soldier and sailor
HEADQUARTERS A good architecture is a prerequisite for success!