© Crown Copyright 2010
KSA brief to Integrated EA conference10 March 2010
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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
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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
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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
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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
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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
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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
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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
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
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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 ]
Integration Issues: Enterprise
Pathfinder on NEC for current operations showed governance as the root issue
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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
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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 ]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
Understanding & Behaviour
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
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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 ]
System of Systems Maturity
None
Adhoc
StructuredU
nified
Application &
Delivery
DExpert
CAppreciation
BNot Understood
ABelieve Not Needed
Understanding & Behaviour
1
2
3
4
None
Adhoc
StructuredU
nified
Application &
Delivery
DExpert
CAppreciation
BNot Understood
ABelieve Not Needed
Understanding & Behaviour
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
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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 ]
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
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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 ]
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
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 ]
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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
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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
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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
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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
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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
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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
[ Using EA maturity model from Institute for Enterprise Architecture Developments ]
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