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© Crown Copyright 2009 KSA Update Al Murray
© Crown Copyright 2009 Issues Raised in Original Study A limited simple, single view -No unity of effort. -Technical details are often described instead of capability benefits or outcomes. Too much bureaucracy vs. pro-active Governance -Decisions can be arbitrarily made and often overturned. -Documentation is not user-friendly, is verbose and at times impenetrable. -There are many un-coordinated rules and regulations. Ineffective standards -Lack of consistency in tools and processes. -Inconsistent use of terminology. A lack of Corporate (MOD) awareness -DEC Desk Officers new in post have little support to understand the role (re-invent the wheel). -Deficient knowledge as to the abilities of others. Variable relationship with the Industry Community There is insufficient connection between the Vision and the Activities
© Crown Copyright 2009 Current View of Issues remains similar Specific Issues Lack of coherence of business agenda (Enterprise Planning) Lack of coherence of Solutions agenda (Business and Technology integration) Governance Ineffective Common Issues There is too much of everything but not joined up Insufficient common language (for enterprise planning, architectures, plans etc) Insufficient views of AS IS situation whilst focussing always on TO BE Focus on Assurance/compliance over proactive planning and guidance Root Causes No shared, common understanding of context - Overall context is not strong enough - Where context exists it is not shared *** - Plan and policy issues - Organisational issues - Governance issues - Process issues Culture – poor collaboration across organisational boundaries
© Crown Copyright 2009 KSA Mission and Goals 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 Goals The KSA will: -unite the MOD and industry around a clear, concise and complete enterprise plan and a single set of business and technical strategies and architectures (create a single view of NEC context). -improve the effectiveness and efficiency of end-to-end Governance through simplification (improve decision-making). -identify and address gaps and opportunities in MODs abilities (organisation, processes, people) with respect to achieving the enterprise plan. KSA Organisation and Authority The KSA provides direct advice and assistance to DCDC (EC) in his role of NEC SRO.
© Crown Copyright 2009 KSA Key Functions and Activities
© Crown Copyright 2009 Outline KSA Roadmap Objectives Key Outputs KSA Advises Mobilisation Shadow Service Nov 08 – Apr 09 1 st 12 Months of Enduring Service May 09 – Oct 09 Next 24 Months Nov 09 – Nov 11 Shape the KSA Gain Stakeholder buy-in Mobilise Larger Transformations CONOPs agreed Stakeholders engaged Shadow Service contract signed Workplan in place Early workstreams shaped Team mobilised Industry Involvement DCDS (EC), NEC Governance Fora Stakeholder input Recruitment assistance Create Some Early Wins Develop KSA Momentum Gain Approval for Enduring Service CM(IS) Programme Board Review Aggregate Network Reqt & Gap Analysis Plan and approach for NEC compliance KSA plan to Oct 09 Programme Interventions Baseline for Governance, EP and BATI Enduring Service business case and contract Updated CONOPs Sponsors of each KSA early win As needed per workstream, increasing throughout Unify Defence Industry around a shared context Full shared context Early optimisations within each workstream Transformation plan covering required changes to people, processes and organisation. 2* Stakeholders Formalisation of input needed 3* and 4* Stakeholders Assistance in implementation of change Transform Organisation from AS IS to TO BE Larger Transformations
© Crown Copyright 2009 Drive Early Value for each Workstream Enterprise Planning Business & Technical Integration Governance Network Aggregated Requirements CM(IS) Programme Board Implementation NEC Compliance Early Wins Other Priorities Programme & Initiative Interventions Test & Reference People/Culture with PDSG Information Assurance Management Information tender Support to FCN, Dabinett, JC2SP KSA ongoing mobilisation and stakeholder management Baseline Approach Target Actions Baseline Approach Target Actions Planning & Interventions Baseline Approach Target Actions Baseline Approach Target Actions Lever & Intervention Management
© Crown Copyright 2009 KSA Interfaces The Industry KSA team will touch most parts of the organisation DEC CCIIDEC ISTAR Other as DSolutionsISEPO Industry KSA Enterprise Planning Business And Technical Integration SEIG Governance DCI DEC CCIIDEC ISTAR Other DSolutionsISEPO KSA Team Enterprise Planning Business And Technical Integration The NEC Team SEIG Governance NEC Programme Office DCI DEC CCIIDEC ISTAR Other DSolutionsISEPO Industry KSA Enterprise Planning Business And Technical Integration SEIG Governance DCI DEC CCII DEC ISTAR Other DECs as appropriate DSolutions ISEPO KSA Team Enterprise Planning Business And Technical Integration The NEC Team Other DE&S Architects as approp SEIG Governance NEC Programme Office DCI VCDS, 2nd PUS, CDM, CJO, CDI and other key managers FLCs PJHQ Industry CIO DCDS (EC) CMGs CPGs IPTs Prog Boards Governance Bodies CBM/NEC EG DSGs JCB CIO Systems Direction Group Authority from, Reports to Influences, supports Tightly aligned, Agent for Advises, Gets direction from Influences Liaises with, Listens to
© Crown Copyright 2009 Example: Enterprise Planning Network Aggregate Requirements
© Crown Copyright 2009 Managing a strategically aligned Programme Translating strategy into actionable changes Strategic Portfolio Management. Maintaining a strong link between initiatives being executed and the strategic relevance and rationale for them (C4 CMS) Programme Delivery Management. The management and consistent application of specific processes, tools and methods to enable the coordinated delivery of projects within a programme, in a consistent and efficient way (CPGs/Programme Boards) Project Management. The delivery of specific projects within the context of a broader programme objectives and management mechanisms (IPTs) Change Architecture. Focus on the people aspects of the programme. Considering impact of change on the wider organisation and end users. (DLODs?) Programme Architecture. Establishment of leadership structure, team dynamics, and support mechanisms to allow effective programme management (Programme Support Function)
© Crown Copyright 2009 MOD
© Crown Copyright 2009 Characteristics of a High Performing Organisation (Network) Has a clearly defined vision. Clearly and consistently communicates the vision. The leaders in the business clearly define the strategy and communicate this to others. Frequently reviews initiatives to identify opportunities to group them, rather than operate stand-alone projects. Has a high level map of how each initiative relates to the others and contributes to delivering the future vision and goals. Changes in strategy or business context result in a review of current and planned initiatives to ensure fit. The strategy clearly quantifies what network capability is required, and by when. Members of the management team are able to give examples of how the current situation is different from the desired state. Individuals within the organisation understand the impact that the strategy has on them and on their organisation. Stakeholders understand the strategy. Current operational network performance is understood.
© Crown Copyright 2009 Network Enterprise Planning - How are we doing ? Agree Disagree Current Focus To define a clear and shared view of the Defence-wide requirements for the Network, the key gaps, and recommend improvements in how we drive programme activity from an agreed strategy. 1 4 2 2 3 3
© Crown Copyright 2009 Example 2: NEC Compliance
© Crown Copyright 2009 What are the real root causes? CONTEXT There is limited shared understanding of: What we have today (AS IS) What we want to achieve (Enterprise Goals) How we want to achieve it (Rulebook) How we will ensure we achieve it (Compliance, Assurance, Governance) OrganisationMindsetProcessCulture Technology
© Crown Copyright 2009 The SoSE challenge and NEC Enterprise goals A common, shared view of the full breadth of the Enterprise is required. Systems Engineering (IPT) Technical Standards Security Principles Information Model Business/Ops Models Technical Architecture Apps Infra Network Capability (URD) NEC Rulebook For joining component-systems [being highly cohesive and loosely coupled]
© Crown Copyright 2009 Strawman Approach to understanding shared context DG ISS DG ISTAR DG Ships DG Land Equipment DG Air Support DG Combat Air DG Submarines DG Helicopters DG Weapons DG Joint Supply Chain DG Safety & Engineering Requires a process to transition the SE design approach for all DGs from a vertical to a horizontal view of the Enterprise. How are the Development Organisations arranged? DG ISS DG ISTAR DG Ships DG Land Equipment DG Air Support DG Combat Air DG Submarines DG Helicopters DG Weapons DG Joint Supply Chain DG Safety & Engineering For each layer, a RAG assessment reflecting the FFP of each DGs design. Self-centred but including offered interfaces and services. DGs Internal Capability Maturity Assessment Bilateral assessments, establishing the maturity of interoperability between each DG. One table per layer; potentially per NEC contributing project. DG9DG8DG7DG6DG5DG4DG3DG2DG The combination of these qualitative assessments details the gaps and risks in delivery of NEC. A prioritised plan of work to develop the overall Enterprise Architecture results. Capability Architecture Assessment DG ISS DG ISTAR DG Ships DG Land Equipment DG Air Support DG Combat Air DG Submarines DG Helicopters DG Weapons DG Joint Supply Chain DG Safety & Engineering Technical Standards Security Principles Information Model Capability (URD) Technical Architecture Business/Operational Models A cohesive, common shared view of the Enterprise Architecture. Not necessarily the final layers Need to establish the ownership of each To get back to the goal:
© Crown Copyright 2009 Straw-man Ownership: owning the goals... CIOEnabling Capabilities, policies, Standards etc CIO SDGOrganisational Strategy CMGsDerived Strategy across Unified Customer CPGsHigh level plans and capability delivery PB / PSFs / POProgramme execution and control SEIGHigh Level SOSE incl. Architecture and Safety, guidance and support Other DGsDomain level SOSE incl. Architecture, guidance and support Enabling FnsSecurity Strategy etc Key Success Factors: exploiting the goals… Change Management Establishing context and a common approach Organisational coherence and de-confliction; decision making clear Roles and Responsibilities Policy, Rules, Standards Governance Compliance, Assurance, Certification & Accreditation Including Safety and Security CCII CMG C4 Strategy Mission Thread Mission Thread Mission Thread Mission Thread Enterprise Goals: setting the goals… NEC & CBM 2012 Milestone Statement NEC Campaign Plan to Initial State Approach: translating the goals… NEC & CBM Program me Instructio n Enabling Capabilities for Joint Action Capability Chains Capability Chain Mission Thread Mission Thread Mission Thread Mission Thread Mission Thread Defence Strategi c Guidanc e Enabling Capabilities for Joint Action Study Assumptions Group Scenarios Informs URDs/SRDs…
© Crown Copyright 2009 NEC Compliance - Roadmap Create Context Enterprise Goals Rulebook design and assessment Transform Processes SoSE Governance Roles and Responsibilities Assurance Populate and Rollout Rulebook Network Joining RulesOther Joining Rules Management Enablers Build Team Management Meetings Architecture Community of Practice Campaign Plan End State Vision Early Wins Target Achievements - End March 2009 Clear vision of end state A Plan Momentum/Early Wins
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