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© Crown Copyright 2009
KSA UpdateKSA Update
Al MurrayAl 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 similarSpecific 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 GoalsSingle 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 MOD’s 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
KSA Organisational Functions
KS
A A
ctiv
ities
Enterprise Mapping
InventoryAnalysis
Capability Planning
Rulebook simplification
Enterprise Planning
Business and Technical Integration
Governance
Governance Assessment
Governance optimisation
Current State
Future State,Plans
And Gaps
Interventions
Action Instigation, Influencing, Driving, Advising, Supporting, Brokering, Constraint removal, Fund
Requesting, Challenging, Testing, Exposing, Issue Resolution
KS
A M
an
ag
em
en
t an
d c
oo
rdin
atio
n
© Crown Copyright 2009
Outline KSA Roadmap
Objectives
Key Outputs
KSA Advises
Shape the KSAGain Stakeholder buy-
inMobilise
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 CCII DEC ISTAROther
as
DSolutions ISEPO
Industry KSA
Ent
erp
rise
Pla
nni
ng
Bus
ine
ss
And
Tec
hnic
alIn
tegr
atio
n
SEIG
Gov
ern
ance
DC
I
DEC CCII DEC ISTAROther
DSolutions ISEPO
KSA Team
Ent
erp
rise
Pla
nni
ng
Bus
ine
ss
And
Tec
hnic
alIn
tegr
atio
n The NEC Team
SEIG
Gov
ern
ance
NE
C P
rogr
amm
e O
ffice
DC
I
DEC CCII DEC ISTAROther
DSolutions ISEPO
Industry KSAE
nter
pris
eP
lan
ning
Bus
ine
ss
And
Tec
hnic
alIn
tegr
atio
n
SEIG
Gov
ern
ance
DC
I
DEC CCII DEC ISTAR
Other DECs as appropriate
DSolutions ISEPO
KSA Team
Ent
erp
rise
Pla
nni
ng
Bus
ine
ss
And
Tec
hnic
alIn
tegr
atio
nThe NEC Team
Other DE&S Architects as approp
SEIG
Gov
ern
ance
NE
C P
rogr
amm
e O
ffice
DC
IVCDS, 2nd PUS, CDM,
CJO, CDI and other key managers
FLCsPJHQ
Industry
CIO
DCDS (EC)
CMGsCPGsIPTs
Prog BoardsGovernance
Bodies
CBM/NEC EGDSGsJCB
CIO Systems Direction GroupAuthority from,
Reports to
Influences,
supports
Tightly aligned,
Agent for
Advises, Gets direction from
Influences
Liaises with,
Listens to
© Crown Copyright 2009
Example:
Enterprise PlanningNetwork Aggregate Requirements
© Crown Copyright 2009
Managing a strategically aligned ProgrammeTranslating 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
AV-1 Overview and Summary Information20/01/2009 09:43:16 22/01/2009 13:44:06 AdministratorCreated: Modified: Owner:
CM(IS)
DEC ISTARDEC CCII
Enterprise Planning Conceptual Overview
EN CMP CIBM CMPLogs DS & M CMP
NEC Campaign Plan (Screen grab as at 20/01/2009)
EN Campaign PlanCIBM Campaign Plan
ISTAR CMPs Other NEC related CMPs
Logs DS & M Campaign PlansISTAR Campaign PlansOther Campaign Plans
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 ?
1.00
1.50
2.00
2.50
3.00
3.50
4.00
Q1. C4 CMS vision is c
learly defined
Q2. C4 CMS vision is c
learly and consistantly communicated
Q3. Leaders in
the business clearly define the str
ategy and communicate this
Q4. Frequently review initiatives to identify opportu
nities
Q5. High level map of how each initiative relates to
the others
Q6. If change, we would im
mediately review initiatives
Q7. Our strategy clearly quantifies network capability
Q8. The team knows how our current situation is d
ifferent from desire
d state
Q9. I understa
nd the impact th
e strategy has on me and my organisation.
Q10. Stakeholders understa
nd the strategy
Q11. I am aware of th
e current operational network perfo
rmance
Agree
Disagree
Current FocusTo 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
42 2
33
© 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)
Organisation Mindset Process Culture Technology
© Crown Copyright 2009
The SoSE challenge and NEC Enterprise goalsA common, shared view of the full breadth of the Enterprise is required.
Sys
tem
s E
ngin
eerin
g (I
PT
)
Technical Standards
Security Principles
Information Model
Business/Ops Models
Technical ArchitectureApps Infra Network
Capability (URD) NEC“Rulebook”For joining
component-systems[being
highly cohesiveand
loosely coupled]
© Crown Copyright 2009
Strawman Approach to understanding shared context
DG
ISS
DG
IST
AR
DG
Ships
DG
Land Equipm
ent
DG
Air S
upport
DG
Com
bat Air
DG
Subm
arines
DG
Helicopters
DG
Weapons
DG
Joint Supply C
hain
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
IST
AR
DG
Ships
DG
Land Equipm
ent
DG
Air S
upport
DG
Com
bat Air
DG
Subm
arines
DG
Helicopters
DG
Weapons
DG
Joint Supply C
hain
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.
DG
9
DG
8
DG
7
DG
6
DG
5
DG
4
DG
3
DG
2
DG
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 A
rchitecture A
ssessment
DG
ISS
DG
IST
AR
DG
Ships
DG
Land Equipm
ent
DG
Air S
upport
DG
Com
bat Air
DG
Subm
arines
DG
Helicopters
DG
Weapons
DG
Joint Supply C
hain
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 n
ecessa
rily the
final la
yers
Nee
d to
estab
lish th
e ow
ne
rship
of e
ach
To get back to the goal:
DG1
DG2
DG3
DG4
DG5
DG6
DG7
DG8
DG9
DGs External Cross-Boundary Capability Maturity Assessment
© Crown Copyright 2009
Straw-man Ownership: owning
the goals...CIO Enabling Capabilities, policies, Standards
etcCIO SDG Organisational StrategyCMGs Derived Strategy across Unified CustomerCPGs High level plans and capability deliveryPB / PSFs / PO Programme execution and controlSEIG High Level SOSE incl. Architecture and
Safety, guidance and supportOther DGs Domain level SOSE incl. Architecture,
guidance and supportEnabling Fns Security 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
MissionThread
MissionThreadMission
ThreadMissionThread
Enterprise Goals:setting the goals…
NEC & CBM
2012
Milestone
Statement
NEC
Campaign
Plan to
Initial
State
Approach: translating the goals…NEC & CBM
Programme
Instruction
EnablingCapabilities
for Joint Action Capability
ChainsCapability ChainsCapability
Chain MissionThread
MissionThread
MissionThread
MissionThread
MissionThread
Defence Strategi
c Guidance
EnablingCapabilities
for Joint Action
Study Assumptions Group Scenarios
Informs URDs/SRDs…
© Crown Copyright 2009
NEC Compliance - Roadmap
Create Context
Enterprise GoalsRulebook design and
assessment
Transform Processes
SoSE
Governance
Roles and Responsibilities
Assurance
Populate and Rollout Rulebook
Network Joining Rules Other 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