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63		20081124211157	https://web.archive.org/web/20081124211157/http://www.defence.gov.au/cio/_lib/doc/Defence_Watch_141008.pps	2008-11-24	2008-11-24	200	Defence Watch Mr Greg Farr Chief Information Officer Department of Defence 14 Oct 08 We began to look at ICT as a Capability - acceptance of a Single Defence Information Environment (DIE) Conventional warfare will demand integrated operations, shared situational awareness, faster decision cycles, and interoperability • End-to-end business processes across the war fighter, intelligence, and business/support communities • Increased collaboration and self- synchronisation • Integrated information environment across all security levels • Enterprise-wide information management • Converged sensors, engagement, combat systems & supporting ICT • ICT supporting ‘safety of life’ situations • Cyber operations - defensive • Persistent surveillance across broad areas of operation • Seamless collaboration across coalition (particularly the US GIG), OGO ’s and industry Features Characteristics of a Single DIE Propositions • The ICT portfolio will be managed holistically by the Defence ICT Committee (DICTC) and subsequently split into 4 sub-portfolios - Intelligence, Warfighter, Corporate and Infrastructure • The CIOG organisational structure will matrix 3 stakeholder focused units (Infrastructure is an internal, CIOG portfolio) with functional units, namely Chief Technology Office, Solution Development, Service Delivery and Chief Operating Office • Defence will drive towards a ‘Single Network’ concept • Our ICT ‘Strategy on a Page’ will provide our focus going forward A new ICT Organisation Model has been proposed which will enable CIOG to deliver this Strategy Secretary / CDF (via DICTC) - Strategic J6 Roles - Stakeholder engagement teams ICT Investment Sub- portfolios managed by stakeholders, coordinated by Chief Operating Office Corporate Sec, PS&P, DMO, DSG, SCG, DSTO, CFO Warfighter VCDF, CJOPS, Navy, Army, Air Force Intelligence IS&IP Business Engagement & Analysis COO Office of CIO, Business Management, Portfolio Management Office, Governance, Monitoring, Compliance, Reporting, HR, Quality, Finance, ICT Sourcing, Risk Management Business Engagement & Analysis Business Engagement & Analysis J65 ICT Service Management ICT Service Development Requirements, Solution Architecture, Development, Testing, Project Delivery ICT Strategy, Enterprise Architecture, Policy and Standards, Information Assurance CTO Development Division Operations Division Corporate Intelligence Warfighter Infrastructure Portfolio J6 J63 J66 CIO Interoperability Corporate Mission Imperatives Warfighter Intelligence Lead the integrated design, cost effective delivery and sustained operation of the Defence Information Environment Four Strategic Imperatives 2 Closer Stakeholder Alignment b. Align ICT organisation with stakeholders c. Become easier to work with a.Improve understanding between Defence & ICT d. Design solutions collaboratively with stakeholders e. Implement Defence-wide ICT Governance 4 Strengthen ICT Capability f. Leverage scale and effective resource planning & management d.Update career model & required skills c. Improve processes and tools e.Leverage vendors & sourcing b.Strengthen ICT leadership a. Energise the culture 3 Provide Agreed, Priority Solutions e. Create and adopt an Enterprise Architecture for ICT in Defence a.Stabilise and secure ICT c.Address new ICT requirements b.Standardise and optimise ICT d. Leverage emerging technologies to address new business needs Optimise Value of Defence ICT Investment 1 a. Improve ICT cost transparency & stakeholder communication b. Prioritize for effective ICT spend c. Optimise project and operations efficiency Reform progress to date against ICT Strategic Imperatives • The Defence ICT Committee (DICTC) has been established Sec, CDF, CIO, CFO, SCG & CEO DMO. • Ensure Strategic ICT alignment with Defence priorities • ICT Strategy in final phase – prioritised implementation schedule being discussed • DIE Work Plan - ICT Investment and Prioritisation, govern resource and monitor delivery • Comprehensive Executive Stakeholder Engagement occurring with Defence Committee members and regular partnering forums with DSG, DMO, CFO and PSP • CDF J6 review and new Directive issued • ICT Organisation & Stakeholder Engagement & Analysis Team Model - proposed Optimise Value of Defence ICT Investment Closer Stakeholder Alignment Reform progress to date against ICT Strategic Imperatives • The Chief Technical Officer Division - new CTO • Business Solutions • Acceptance of a Single Technical Authority for the DIE • Acceptance of the need for an Enterprise Architecture • COTS/GOTS • Standardisation Provide Agreed Priority Solutions Reform progress to date against ICT Strategic Imperatives • The Chief Operating Officer Branch stand up 7th Oct. • The Chief Technical Officer Division – new CTO arriving • The ICT Operations Division has been reshaped • New ICT Business Request - Work Take on Process • ICT Sourcing Strategy • ICT Cost Model • Workforce Planning and Skilling Framework • First ICT Region transitioned seamlessly from DSG to CIOG - end to end service delivery • A Defence Spectrum Management Office created Strengthen ICT Capability Defence ICT has evolved in the absence of an Enterprise Architecture resulting in duplication & interoperability issues…  Large number of disparate and duplicate systems and technology platforms  Large number of disparate and duplicate systems and technology platforms  Defence Capabilty Plan and investment planning does not consider architecture or integration  Defence Capabilty Plan and investment planning does not consider architecture or integration  Systems are often highly customised and not aligned to Whole-of-Defence  Systems are often highly customised and not aligned to Whole-of-Defence  Data is highly siloed and not effectively managed to support the business  Data is highly siloed and not effectively managed to support the business  Poor accountability for implications of architectural decisions and poor alignment of IT initiatives with business strategy and processes  Poor accountability for implications of architectural decisions and poor alignment of IT initiatives with business strategy and processes 1 3 6 5 4 7 8 Today  Architecture currently developed to support specific projects  Architecture currently developed to support specific projects  No target architecture or future state defined across Defence - inability to link planned programs and investments to a “bigger picture”  No target architecture or future state defined across Defence - inability to link planned programs and investments to a “bigger picture”  No single baseline “whole-of- Defence” architecture view exists today  No single baseline “whole-of- Defence” architecture view exists today 2  Fragmented decision making and planning has limited the ability to deliver interoperability and collaboration with allies, coalition partners and Whole-of- Government  Fragmented decision making and planning has limited the ability to deliver interoperability and collaboration with allies, coalition partners and Whole-of- Government 9 Key initiatives to improve the Architecture have been identified to realise the key strategies Build & deliver the target architecture (Section 1: Target Architecture) Architectural Improvement Initiatives Interoperability Business & Government Support Optimise Value of Defence ICT Investment 1 a. Improve ICT cost transparency & stakeholder communication b. Prioritise for effective ICT spend c. Optimise project and operations efficiency 2 Closer Stakeholder Alignment 3 Provide Agreed, Priority Solutions 4 Strengthen ICT Capability b. Align ICT organisation with stakeholders c. Become easier to work with a.Improve understanding between Defence & ICT d. Design solutions collaboratively with stakeholders e. Implement Defence-wide ICT Governance e. Create and adopt an Enterprise Architecture for ICT in Defence a.Stabilise and secure ICT c.Address new ICT requirements d. Leverage emerging technologies to address new business needs a. Energise the culture f. Leverage scale and effective resource planning & management d.Update career model & required skills c. Improve processes and tools e.Leverage vendors & sourcing b.Strengthen ICT leadership Mission Imperatives b.Standardise and optimise ICT Warfighter Capability Intelligence & Security Services Enable Defence Capability Through ICT Manage information as an asset (Section 3: Information Management Strategy) Integrate, secure and enhance the network (Section 2: Integrated Information Environment) Further definition of other initiatives is required to fully support the key strategies Outcome: Target Architecture is the primary alignment vehicle for ICT investments decisions and planning Outcome: Effective Information Management has enabled improved access, accuracy and currency of information • enables secure access to authorised Defence information through a single user interface • can dynamically grow, adapt and respond to changing demands and circumstances in a timely manner • is based on reliable and attack resistant infrastructure that minimises accidental and malicious service interruption Outcome: An Integrated Information Environment that: These initiatives are explored in further detail in the respective sections of this document ICT Strategic Imperatives 3 Provide Agreed, Priority Solutions e. Create and adopt an Enterprise Architecture for ICT in Defence a.Stabilise and secure ICT c.Address new ICT requirements d. Leverage emerging technologies to address new business needs Imperatives b.Standardise and optimise ICT Target Architecture is the primary alignment vehicle for ICT investments decisions and planning - example Build and deliver the target architecture DEFENCE CAPABILITY DEVELOPMENT EXPERIENCE: • linkage Defence Capability Plan to the target architecture. • how these major programs and capabilities contribute to the overall target architecture. • Re-prioritisation, sequencing based on the target architecture. IMPROVED BUSINESS-ICT ALIGNMENT: • target architecture vision to support interoperability and future business requirements. • Articulation of a ‘top-down’ business architecture highlight key business functions/lines-of-business, processes and services across Corporate, Warfighter and Intelligence business areas. • COST EFFECTIVENESS: • opportunities to reduce duplication and redundancy within Defence reduce ongoing sustainment costs. • A target architecture enables the re-use of assets (i.e. build once, use many) as a key priority to reduce capital costs WITHIN 2 YEARS WITHIN 10 YEARS DEFENCE CAPABILITY DEVELOPMENT EXPERIENCE: • Defence Capability Plan includes the target architecture. IMPROVED BUSINESS-ICT ALIGNMENT: • Trusted and active participation and contribution in Global Information Grid and other major allied architectures. • Target architecture fully realised and operational. COST EFFECTIVENESS: • Optimal balance of efficiency and effectiveness from ICT investments. IMPROVED IT DELIVERY: • Consistent and transparent delivery of services through fixed and deployed locations. Strategy Imperative: Provide Agreed, Priority Solutions WITHIN 5 YEARS DEFENCE CAPABILITY DEVELOPMENT EXPERIENCE: • Traceability. support of the target architecture - key component of the capability development process. IMPROVED BUSINESS-ICT ALIGNMENT: • Core services architecture defined and driven from the business architecture. • Underlying technical architectures (infrastructure, security, data) defined. • Proactive identification of gaps and overlaps between business-IT. COST EFFECTIVENESS: • IT systems and technology are being proactively managed systems are upgraded or decommissioned. • Significant reduction in point-point interfaces, technology platforms resulting in lower sustainment costs. IMPROVED IT DELIVERY: • Services architecture promotes re-use of assets, system- system connectivity, information sharing, interoperability allies, industry partners. • Delivery of selected core services to deployed locations. Draft Integrate, secure and enhance the Network WITHIN 2 YEARS WITHIN 5 YEARS WITHIN 10 YEARS USER EXPERIENCE:  Consistent user experience across fixed and deployed systems  Separate personal and role based repositories and electronic addresses.  A single credential for accessing all Defence online accounts and applications. E.g. password, smart card PIN or biometrics.  Authenticated Defence messages and notifications relevant to them.  Deployed and remote users  Single help desk for all their DIE and ICT problems. IMPROVED CAPABILITY  Information and applications are selectively provided to users based on their profile details, including: user group, roles, level/rank, location, location type, & clearance.  Information only needs to be updated in one place, and business owners have more confidence in the accuracy of their information.  There are no duplicate applications for similar purposes. e.g. online applications for domestic and international travel approval. IMPROVED DELIVERY  Robust cost estimates for future capabilities can be provided.  Standardised interfaces for connecting to the strategic network.  Standardised network monitoring, measuring and reporting capabilities are used to ensure performance meets business needs and Defence outcomes USER EXPERIENCE:  Users can access all key online services through one user interface from a single online location for each security domain.  Users can search for enterprise information for each security domain, and share information with other Defence users across the enterprise.  Users only need carry one mobile device (Eg. Secure GSM, Blackberry, mobile).  Users can use automated systems to do most account/network administration functions. IMPROVED CAPABILITY  Less training is required to use Integrated Defence Architecture services.  Business owners understand their network requirements.  Business owners are able to use a quick approval process for introducing new capabilities into service. IMPROVED DELIVERY  Improved automation of network services has reduced the time doing support.  There are fewer manual user account tasks, such as password resets and account unlocks to perform.  Consistent standards & processes and increased interoperability between Defence systems as a result of greater controls. USER EXPERIENCE:  Users only have access to information that is allowed by their user profile, physical environment and user device  Users only need one user interface to access all DIE and Allied/  Coalition applications and information.  Users use a single device to securely access any DIE systems (form factor differing for each physical environment. e.g. laptop, desktop, ruggedised terminal).  A common set of DIE capabilities are accessible to all users  IMPROVED CAPABILITY:  Decision makers can quickly and easily integrate information across all security levels from a single user interface.  Defence provides services to WoG, including emergency services, law enforcement, and civil agencies. e.g. Connectivity, logistical support.  Defence can field ICT for regional coalitions IMPROVED DELIVERY:  Only one environment needs to be managed and sustained.  Defence is able to cope with security incidents and network component failures without service interruptions.  Infected or attacked segments of the network are quarantine to isolate and minimise damage. The Integrated Information Environment enables secure access to authorised Defence information through single user interface in a timely manner - example IT Strategy Imperatives: Provide Agreed, Priority Solutions Draft Manage Information as an Asset USER EXPERIENCE: • Faster access to information from multiple sources through indexing and search capabilities • One user interface can be used to search for enterprise information for each security domain • Provision of records and content management tools and training to replace and augment current unstructured and fragmented toolsets and practices • Wider range of toolsets to promote collaboration such as Wiki’s/ blogs/ folksonomies • Ability to report and track business performance through defined metrics that are linked to business outcomes IMPROVED CAPABILITY • Improved situational awareness in the battlespace through the timely provision of information • Consolidation of data that supports business processes to reduce duplication and fragmentation • Improved ability to analyze business functions through business intelligence • Standardization of business processes that lead to consistent execution and efficiency • Consistent standards and increased interoperability between Defence systems • Compliance with audit requirements Effective Information Management has enabled improved access, accuracy and currency of information WITHIN 2 YEARS WITHIN 10 YEARS USER EXPERIENCE: • Ability to respond to threats faster and more effectively through a highly connected network that links the warfighter capabilities • Fine grained control over all information, information can be searched, accessed and secured at a granular level • Information can be accessed based role and context of the user independent of device • Users can search for information across all security levels from one user interface (subject to security) • IMPROVED CAPABILITY • Ability to fuse multiple sources of information from allies, other government agencies and stakeholders to predict threats and obstacles • Decision makers are able to use a wider range of information • Decision makers get supporting information faster • Seamless data sharing and collaboration with allies • WoG information capability interoperability is continuously maintained IT Strategy Imperative: Provide Agreed, Priority Solutions WITHIN 5 YEARS USER EXPERIENCE: • A collaborative culture where information is shared freely and the need to know is balanced with the need to share and the need to inform • Faster, more accurate searches driven by metadata that furnishes the user with the reliable information from trusted source and provides guidance on how that information can be used • High bandwidth devices and enable content to be captured and shared within Defence • Better alerting capabilities for intelligence users that trap events of interest earlier • Business users have increased confidence in the quality of data and information used for decision making IMPROVED CAPABILITY • Further improved situational awareness through better quality information to inform decision makers • Automation of business processes to reduce cost and increase agility and reduce cycles • Information only needs to be updated in one place • Auditability and non-repudiation of actions • Improved predictive modeling and simulation capabilities • Improved quality and reliability of information Draft ICT Sourcing Strategy must address six key questions Sourcing Strategy framework and key questions 3. What ICT services should Defence consider for outsourcing? 3. What ICT services should Defence consider for outsourcing? Core / non-core activities Value proposition Risk Approach to market testing Bundling and contract models 4. How should Defence source ICT services from the market? 4. How should Defence source ICT services from the market? Market and vendor capabilities 5. How should Defence be organised to best leverage sourcing relationships? 1 5. How should Defence be organised to best leverage sourcing relationships? 1 Capabilities and organisational structure Procurement / sourcing organisation Processes 2. What are the ICT sourcing principles? 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 Scope boundaries between bundles must be clearly defined DWACN z Internet Gateway PABX PSTN Gateway Int’l links Coalition WGS Satellite (KU and X band) Deployed - fixed 3 Terrestrial communication s z DRN Encryptors Routers z DSN Encryptors Routers z DTSN Encryptors Routers HF Mod Gateway Network Operation Centre UHF Satellite Satellite terminal Gateway Gateway Tactical Interface Centralised Data Centre Mainframe Midrange Storage Base and office locations MFDs Printers Mobile devices Service desk 1Distributed computing 2 Centralised processing End user Regional server rooms File & Print App servers Local server rooms File & Print App servers 1. Consolidation of local and regional server rooms into a centralised data centre must be defined as part of detailed bundle scoping and before bundles are offered to market Source: Business interviews; Potential rationalisation and centralisation of local and regional servers1 Key aspects of the deployed environment supported through the other bundles Potential inclusion of some gateways or specialist communications platforms in Terrestrial Communications – depending on architectural considerations and vendor value proposition Draft Approach to Sourcing ICT The future state sourcing approach will represent a step change in the role of sourcing ICT for Defence and its Service Suppliers - Strategic partnerships with a smaller number of vendors - Aligned incentives between the Defence and vendors to achieve excellent service and innovation - Active vendor contribution to Defence achieving its strategic goals - Outcome focussed contracts - In-built flexibility to respond to changing requirements and technologies - Actively support our major change and transformation programs - Vendors will be expected to work together and with Defence internal teams to deliver integrated service outcomes High level process - considerations • We will issue to Austender an EOI that we will seek your response • We will conduct an evaluation process and we will shortlist • We will then invite those short-listed organisations to participate in some workshops • In the expression of interest we will inform you about our environment and our objectives • We’ll be asking you to bring your best teams to enter into those discussions with us. • Workshops with the Business, Industry and ICT - Strong interface between the Business, ICT and Vendors prior to RFT • RFT Issued • Successful and unsuccessful vendors will be debriefed 3. Partnering for Outcomes Relationships that harness specialist capabilities to enable delivery of Defence ICT business outcomes 4. Sustainable business Delivery of reliable and efficient support of business operations ICT Sourcing Framework and Scorecard will be Business Outcomes focused – 1. Supporting Business Change Technology solution and planning that supports Defence business outcomes and technology direction 2. Ongoing Business Value Improved efficiency for comparable ICT expenditure Examples Only Thank you. Questions?	application/vnd.ms-powerpoint	200	http://www.defence.gov.au/cio/_lib/doc/Defence_Watch_141008.pps	au,gov,defence)/cio/_lib/doc/defence_watch_141008.pps	OBK74DPPJSXEUGOOMFS7YQRX5DAE6ZJ7	1027006	domains/defence-gov-au/powerpoints/original/au-gov-defence-cio-lib-doc-defence-watch-141008-pps-20081124211157.pps