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rowid	image	timestamp	memento	first_capture	last_capture	current_status	text	mime	status	url	urlkey	digest	length	file_path
62		20080803211621	https://web.archive.org/web/20080803211621/http://www.defence.gov.au/cio/_lib/doc/ADIESA_3_Jun_08.ppt	2008-08-03	2008-11-24	200	CIO Presentation to ADIESA Mr Greg Farr Chief Information Officer 23 May 08 Defence Management Review 8.7 BCG observed that Defence’s ICT was characterised by: • inadequate systems and network functionality to meet business needs; • systems developed in functional silos (although operational capability development was considered adequate); • insufficient interoperability between key systems and poor data management leading to inadequate data quality; • high levels of complexity, fragmentation, duplication and redundancy leading to systems performance and reliability issues; and • lack of adequate network performance and capacity management. Defence Management Review 8.8 The recommendations of the study were to: • enforce greater end-to-end, single point accountability for Defence ICT planning, development and delivery; • provide a more holistic customer focus, enterprise business-driven, perspective of ICT needs, priorities and architectures; • provide greater process, cost and performance measurement transparency and discipline; and • enable the effective implementation and management of the enterprise process owner model and the Defence capability management principles and processes. Defence Business & ICT Strategies ICT Portfolio Management Direction Enterprise Architecture Project Delivery ICT Management, Governance & Organisation ICT Operations & Sustainment Confirmation Engagement Objectives & Targets Constraints Priorities Key Deliverables Benefit Realisation Sourcing & Vendor Management • Business • Applications • Data • Technical • Security An ICT Operating Model was used to assess current capabilities and future ICT requirements • The ICT Strategy will shape and enable the Stakeholder’s Strategies • Defence and ICT work together to define requirements and constraints • Understand the degree to which the environment will impact the ICT Strategy • Investment prioritisation decides how to create a balanced portfolio of projects • The progress of key deliverables is monitored for exceptions to ensure successful delivery of the project portfolio • Sponsors are held accountable to deliver project benefits • Prioritised projects are managed end to end with a focus on time and on budget delivery • Effective handover to operations is important • Appropriate project governance • Successful delivery provides value to the organisation and builds confidence in the ICT team • Influence the direction of Defence and ICT strategies • Confirm project portfolio will migrate technology base toward the target architectures • Engage at a project level to ensure projects are designed in line with target architectures and technical standards Enterprise architecture should: Key Components of a holistic ICT Operating Model • Appropriate handover will set up ICT Operations for success • Disciplined approach to ICT operations and sustainment ensures reliability • Adherence to architecture standards helps to ensure robustness and minimise ongoing maintenance costs Making the ICT Operating model work depends on: • Effective ICT Management • Ensuring appropriate ICT Governance • Deploying skilled resources through the right organisational structures • Measuring their performance • Communicating goals and results to the whole organisation • Vendors are managed with a focus on service delivery • Appropriate mechanisms are in place to validate vendor cost effectiveness and invoice accuracy • Formal feedback structures are in place to improve service delivery throughout contract life Completing the Defence ICT Strategy requires a structured, business-back approach – stakeholder engagement is key 1. Baseline 1. Baseline 2. Envision 2. Envision 3. Prioritise 3. Prioritise 4. Plan 4. Plan ICT Strategic Planning Approach Understand Defence Strategic Imperatives Understand Defence Strategic Imperatives Assess ICT Current State Assess ICT Current State Understand External Trends & Drivers Understand External Trends & Drivers Identify Future ICT Capabilities, Outputs and Services Required Identify Future ICT Capabilities, Outputs and Services Required Establish the ICT Strategic Plan and Roadmap Establish the ICT Strategic Plan and Roadmap Determine the supporting Investment Plan Determine the supporting Investment Plan Prepare the Risk Management Plan Prepare the Risk Management Plan Assess Gap between ICT Current State and Future Vision Assess Gap between ICT Current State and Future Vision Define Strategic Imperatives & Key Strategies Define Strategic Imperatives & Key Strategies Determine potential Constraints and Assumptions Determine potential Constraints and Assumptions Identify Strategic Projects & Activities Identify Strategic Projects & Activities Stakeholder Engagement & Communication Dates Execute Execute Once the strategic direction has been set, the organisation should periodically review progress, revalidate and re-align as appropriate ICT Strategic Planning as an Iterative Process Illustrative Illustrative Define and refine sub-strategies 3-4 months 2 months 3-6 months July 08: Draft Defence ICT Strategy (60%) October 08: Completion of High-Level Defence ICT Strategy (80%) Oct/Nov 08: Completion of sub- strategies (100%) Refine strategic imperatives, define strategies and high-level implementation plan Set Direction and Identify Imperatives Mid-July Mid-October Defence Business & ICT Strategies ICT Portfolio Management Direction Enterprise Architecture Project Delivery ICT Management, Governance & Organisation ICT Operations & Sustainment Confirmation Engagement Objectives & Targets Constraints Priorities Key Deliverables Benefit Realisation Sourcing & Vendor Management • Business • Applications • Data • Technical • Security Source: Booz Allen Hamilton Defence Business & ICT Strategies ICT Portfolio Management Direction Enterprise Architecture Project Delivery ICT Management, Governance & Organisation ICT Operations & Sustainment Confirmation Engagement Objectives & Targets Constraints Priorities Key Deliverables Benefit Realisation Sourcing & Vendor Management • Business • Applications • Data • Technical • Security Source: Booz Allen Hamilton Five workstreams to develop the Defence ICT Strategy Business / ICT Alignment Business / ICT Alignment ICT Projects, Sourcing & Operations ICT Projects, Sourcing & Operations ICT Mgt, Governance & Org. ICT Mgt, Governance & Org. Enterprise Architecture Enterprise Architecture 11 22 44 33 11 22 33 44 Stakeholder Engagement and Comms Stakeholder Engagement and Comms 55 Rationale Rationale Stream 1: Business / ICT Alignment Understand stakeholder ICT requirements and impacts on future ICT environment Translate objectives into considerations for prioritising ICT investments and ensuring traceability between ICT activities and strategic goals Stream 2: ICT Projects, Sourcing & Operations Cradle-to-grave ICT solution considerations including how ongoing operational considerations can be addressed during solution design Consideration of industry engagement options for solution development and ongoing ICT delivery Stream 3: ICT Management, Governance & Organisation Focus on identifying and resolving ICT governance and people considerations, including roles, accountabilities & decision rights Stream 4: Enterprise Architecture Focus on building understanding of existing ICT architectures, guiding principles and considerations for target architectures Stream 5: Stakeholder Engagement & Communications Ensure consistent approach followed across all work streams Support and co-ordinate engagement to align messages and prevent over-engagement Stream 1: Business / ICT Alignment Understand stakeholder ICT requirements and impacts on future ICT environment Translate objectives into considerations for prioritising ICT investments and ensuring traceability between ICT activities and strategic goals Stream 2: ICT Projects, Sourcing & Operations Cradle-to-grave ICT solution considerations including how ongoing operational considerations can be addressed during solution design Consideration of industry engagement options for solution development and ongoing ICT delivery Stream 3: ICT Management, Governance & Organisation Focus on identifying and resolving ICT governance and people considerations, including roles, accountabilities & decision rights Stream 4: Enterprise Architecture Focus on building understanding of existing ICT architectures, guiding principles and considerations for target architectures Stream 5: Stakeholder Engagement & Communications Ensure consistent approach followed across all work streams Support and co-ordinate engagement to align messages and prevent over-engagement By mid-July it is expected the ICT strategy document will be ~60% complete for input to the Defence White Paper Section Expected Content in Draft Strategy Overall Completeness Defence Strategic Drivers • Understanding of Defence strategy, required outputs and key capabilities, and ICT considerations ~70-80% Current State ICT Baseline • Baseline of current state assessment of ICT, including – ICT vision and mission – Current ICT capabilities – Stakeholders – Governance structures – ICT Portfolio Management framework – Enterprise architecture – Output and service requirements ~70-80% Key Trends • Identification of trends affecting Defence across the dimensions of Industry, technology, government and externally ~70-80% Constraints and Assumptions • Identification of barriers, and assumptions underlying the Defence environment • Identification of cultural limitations and obstructions to implementing new Defence ICT strategy ~80% Future ICT Organisation • Establishment of future direction of ICT within Defence, including – ICT vision and mission – Future ICT capabilities – Stakeholders – Governance structures – ICT Portfolio Management framework – Enterprise architecture – Output and service requirements ~50-60% Strategic Imperatives & Key Strategies • Comparison of gaps between current and future ICT baseline • Preliminary identification of strategic imperatives and key strategies • Not prioritised or fully validated ~50-60% Strategic Projects & Activities • First pass at identifying supporting projects and activities • Not prioritised or fully validated ~25% ICT Strategic Roadmap • To be completed in next phase Investment Plan • To be completed in next phase Risk Management Plan • To be completed in next phase We propose to use a Wargaming workshop as a tool to expedite the process, and test key assumptions STRATEGIC INPUTS Past History and Trends Potential Discontinuities Predetermined Developments Critical Uncertainties STRATEGIC INPUTS Past History and Trends Potential Discontinuities Predetermined Developments Critical Uncertainties STRATEGY DEVELOPMENT Scenario Planning Trade-off Analysis Impact Analysis Risk Assessment STRATEGY DEVELOPMENT Scenario Planning Trade-off Analysis Impact Analysis Risk Assessment SELECTED STRATEGY SELECTED STRATEGY TRADITIONAL ANALYSIS STOPS HERE Competitor Actions Customer Response Fatal Surprises Unexpected Friction Evolving Future Wargaming Lets participants: Challenge assumptions Recalibrate perceptions Think the unthinkable Simply thinking about the future more often than not fails to convince us to change Sourcing Strategy - Key Measures of Project Success 1. Deliver an ICT sourcing strategy that creates substantial value for Defence – Aligned to achieve business outcomes – Flexible to respond to business change ie, facilitates rapid time-to-market – Enables Defence to focus on what is core to the ‘business of Defence’ – Provides greater access to skills and innovation – Driving cost reductions 2. Able to articulate the ICT sourcing strategy clearly to the market 3. Key Defence business and IT stakeholders understand, support and endorse the ICT sourcing strategy – Bought into the process, consulted and agree with the outcomes 4. Produce a plan that can be implemented by Defence ICT sourcing strategy must address six key questions Sourcing strategy framework and key questions Bundling and contract models 2. What are the ICT sourcing principles? 3. What ICT services should Defence consider for outsourcing? 3. What ICT services should Defence consider for outsourcing? 4. How should Defence source ICT services from the market? 4. How should Defence source ICT services from the market? 5. How should Defence be organised to best leverage sourcing relationships? 1 5. How should Defence be organised to best leverage sourcing relationships? 1 Core / non-core activities Value proposition Risk Market and vendor capabilities Approach to market testing Capabilities and organisational structure Procurement / sourcing organisation Processes 1. What are the business drivers? • Business context / ICT strategy • Stakeholder interviews • Industry trends • Local market overview and case studies • Current state baseline 6. What is the case for change • Economics • Risk assessment • Roadmap 1. Initial strategy will include a high-level view on procurement model options. Detailed evaluation to be conducted in subsequent phases of work Five project deliverables will be created Current state diagnostic • Current business context – including consolidated findings from the stakeholder interviews • An agreed set of enterprise ICT sourcing principles • Current ICT sourcing landscape • Current sourcing organisation, including procurement and governance functions • High-level economic model Industry trends and market capabilities report • Overview of global and local sourcing markets – Selected case studies • Review of key industry trends – Industrialisation of IT service delivery – Increasing sophistication of sourcing customers • Review of key market capabilities with assessment of relative strengths and weaknesses IT sourcing bundling and contract model options report • Bundling trends and selected case studies • Structural models for bundling • Discrete bundling options • Target bundling strategy – Drivers of benefits and risks • Contract model options for each bundle • Target contract model strategy – Drivers of benefits and risks Approach to market recommendation report • Recommended sourcing strategy • Project plan – Key activities and milestones – Required resourcing • Potential issues and constraints – Defence ability to execute • Key procurement model implications – Internal structures, processes, tools Business case • Indicative cost/benefit and risk assessment for the recommended sourcing strategy 1 2 3 4 5 High Level Timeline 0. Project Management Project management (setup and execution) Conduct project planning workshop and finalise project management plan 1. Current state diagnostic Develop ICT sourcing baseline Conduct interviews, understand and document business context Consolidate initial findings and conduct workshop with key stakeholders Construct high-level economic baseline Finalise Current state diagnostic Report 2. Market Trends and Industry Capabilities Identify and assess ICT sourcing trends Identify context for potential market testing Finalise Market Trends and Industry Capabilities Report 3. IT Sourcing Bundling and Contract Model Options Develop initial hypotheses and conduct workshop with key stakeholders Identify and assess trends and approaches taken by similar organisations Iterate and refine hypotheses and workshop options Develop and issue preliminary draft Report Finalise IT Sourcing Bundling and Contract Model Options Report 4. Approach To Market Recommendation Identify target state sourcing strategy Develop initial hypotheses and conduct workshop with key stakeholders Identify procurement model implications Develop and issue preliminary draft Report Finalise Approach to Market Report 5. Business Case Indicative cost/benefit and risk assessment Event Project Governance Meetings Workshop Steering Committee Meeting Deliverable Week 1 May 19 Week 2 May 26 Week 3 June 2 Week 4 June 9 Week 5 June 16 Week 6 June 23 Week 7 June 30 Week 0 May 12 Week 8 July 7 Week 9 July 14 Week 10 July 21	application/vnd.ms-powerpoint	200	http://www.defence.gov.au/cio/_lib/doc/ADIESA_3_Jun_08.ppt	au,gov,defence)/cio/_lib/doc/adiesa_3_jun_08.ppt	53QQNGXEX4WUVHHMMHFXZ65LV7YDSDFG	404320	domains/defence-gov-au/powerpoints/original/au-gov-defence-cio-lib-doc-adiesa-3-jun-08-ppt-20080803211621.ppt