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

© Crown Copyright 2010

KSA brief to Integrated EA conference10 March 2010

© Crown Copyright 2010 Unclassified

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


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 NeedTo 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 MissionTo 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


Unclassified

5

KSA HistoryIt’s been a good fight against the MoD’s immune system

KSA pre-study

KSA themeKSA 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

Sell

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


Unclassified

6

Pathfinders: “Drive early value, and pathfind transformational 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

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 ApproachRecent KSA work has blended EA transformation with focused pathfinders


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


Unclassified

8

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 ]

The NEC Challenge for MoD

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

For NEC, EA is a business integration even more than a technical integration issue


Unclassified

9



Architecture)















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


Unclassified

10



Architecture)















Integration Issues: Enterprise

Pathfinder on NEC for current operations showed governance as the root issue


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

Network ProjectProgrammeEN CBM ISS J6 N6 JCA CVF MASC Af SptSEIG A6

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


Unclassified

12



Architecture)














[ Using EA maturity model from Institute for Enterprise Architecture Developments ]N

oneA

dhocS

tructured

Unified

App

lication &

De

livery

DExpert

CAppreciation

BNot Understood

ABelieve Not Needed

Understanding & Behaviour

1

2

3

4

None

Adhoc

Structu

redU

nified

App

lication &

De

livery

DExpert

CAppreciation

BNot Understood

ABelieve Not Needed


1

2

3

4

Bu

Ca

Se

Sy

Business

Capability

Service

System

Ca

Sy

Se

Bu

To achieve SoS maturity, MoD needs to adopt a ‘services’ approach

System of Systems Maturity


Unclassified

13



Architecture)















System of Systems Maturity

None

Adhoc

StructuredU

nified

Application &

Delivery

DExpert

CAppreciation

BNot Understood

ABelieve Not Needed


1

2

3

4

None

Adhoc

StructuredU

nified

Application &

Delivery

DExpert

CAppreciation

BNot Understood

ABelieve Not Needed


1

2

3

4

Air Support

ISS

Combat Air

ISTAR

Joint Support Chain

Land Equipment

Safety & Engineering

Helicopters

Ships

Weapons

Submarines

* LE Maturity TBC

*

There is a big range in SoS maturity across Defence


Unclassified

14



Architecture)















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 MoD’s implementation of NEC


Unclassified

15



Architecture)















Key Building Blocks

KSA is embedding the building blocks needed to address the strategic issues

Building Block: SOSASOSA drives and supports commonality, re-use and interoperability in all phases

of defence acquisition



Architecture)
















Unclassified

17

Business DriversP1. 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.

ReuseP4. 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.

InteroperabilityP7. 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


Unclassified

18

Assurors

DESIGN PRINCIPLES

Capability DevelopersCapability 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*CIO DE&S CIO

DE&S CIOSelf Assurance TLCM

• 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

Mandatedby

JSP 906

aligned to.. SolutionsDecisions developed to.. Solution meets..

Roles & Responsibilities:

• To reflect the management, use and governance of Principles and the SOSA Rulebook

* SOSA V1.0 – C4; Logs; ISTAR

SOSA Steering GroupManagement of scope, progress, priority and risks & issues

Design PrinciplesSet the direction of SOSA

SOSA RulebookProvides the rules and methods that deliver SOSA

SOSA Operating ModelDelivers the SOSA Rulebook, issues management & education

D Scrutiny ……TBDUsers


Unclassified

19

The N

etwork as a m

anaged entity

Network TechnicalAuthority

Network OperatingAuthority

AimTo have a clear overarching set of Authorities to manage the development and release of new capabilities and applications onto our operational network.

Proposal1. That there is a Network Capability Authority (NCA)2. That the NCA exists within a wider end-to-end

governance structure3. 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 CapabilityAuthority

‘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

NetworkCapabilityAuthority

Communications Network Services

C4 Information Services

C4 CMG Applications

Gate

way s

erv

ices to

MN

, OG

D, N

GO

&

Ind

ustry

Platform IS

Capability Applications

Business Applications

Network Governance Scope

Building Block: Network Capability Authority


Unclassified

20

Building Block: OpIS

DeliveryProgrammes

J1 J3J2 J9

Operational Information Superiority Programme Board

Operationally-focussed direction & guidance

HoCs

Ops IS PSF

Operational IS Campaign Roadmap

Acquisition Direction

TLCM Space

Other Operational Information Needs

Operational IS focussed MI

TLCM PSFs

Strategic Requirements

Capability-focussed MI for Programme Boards

PJHQ J6Operational

Information Needs

Operating Model

FulfilmentNew 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

Unifying a view of the requirement

Unifying a view of the requirement

‘Academically sound’gap analysis

‘Academically sound’gap analysis

Prioritise gaps and identify funding

(UOR & EP)

Prioritise gaps and identify funding

(UOR & EP)

Programmatic effort to deliver

solutions

Programmatic effort to deliver

solutions

In-Service CapabilityStandards and Assurance

‘Monitor, Test & Adjust’

In-Service CapabilityStandards and Assurance

‘Monitor, Test & Adjust’

In support of Defence Main Effort, increase pace & coherence of capability planning & delivery in order to achieve Information Superiority on operations


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 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; 360s• 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


Unclassified

22

Summary

MoD is maturing steadily, but there is a long lead time and further to go



Architecture)















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

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

Documents

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