Defence Watch

1
Defence Watch

• Mr Greg Farr
• Chief Information Officer
• Department of Defence
• 14 Oct 08

2

We began to look at ICT as a Capability -
acceptance of a Single Defence Information
Environment (DIE)
3
Conventional warfare will demand integrated
operations, shared situational awareness,
faster decision cycles, and interoperability
Features

• 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

Characteristics of a Single DIE
4
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

5
A new ICT Organisation Model has been proposed
which will enable CIOG to deliver this Strategy
Secretary / CDF (via DICTC)
ICT Investment Sub-portfolios managed by
stakeholders, coordinated by Chief Operating
Office
6
Four Strategic Imperatives
Lead the integrated design, cost effective
delivery and sustained operation of the Defence
Information Environment
Corporate
Warfighter
Intelligence
Mission
Interoperability
Imperatives
7
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
8
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
9
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

Strengthen ICT Capability
10
Defence ICT has evolved in the absence of
anEnterprise Architecture resulting in
duplication interoperability issues

• 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

• Architecture currently developed to support
  specific projects

3
2
1

• Fragmented decision making and planning has
  limited the ability to deliver interoperability
  and collaboration with allies, coalition partners
  and Whole-of-Government

4

• Large number of disparate and duplicate systems
  and technology platforms

6
5

• Systems are often highly customised and not
  aligned to Whole-of-Defence

• Data is highly siloed and not effectively managed
  to support the business

7
8
9

• Poor accountability for implications of
  architectural decisions and poor alignment of IT
  initiatives with business strategy and processes

• Defence Capabilty Plan and investment planning
  does not consider architecture or integration

Today
11
Key initiatives to improve the Architecture have
been identified to realise the key strategies
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 An Integrated Information Environment
that
Manage information as an asset
(Section 3 Information Management Strategy)

• 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 Effective Information Management has
enabled improved access, accuracy and currency
of information
Architectural Improvement Initiatives
Build deliver the target architecture
(Section 1 Target Architecture)
These initiatives are explored in further detail
in the respective sections of this document
Outcome Target Architecture is the primary
alignment vehicle for ICT investments decisions
and planning
12
Target Architecture is the primary alignment
vehicle for ICT investments decisions and
planning - example
Strategy Imperative Provide Agreed,
Priority Solutions
WITHIN 2 YEARS
WITHIN 10 YEARS
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.

• 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

• 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.

Build and deliver the target architecture
Draft
13
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
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.

Integrate, secure and enhance the Network
Draft
14
Effective Information Management has enabled
improved access, accuracy and currency of
information
IT Strategy Imperative Provide Agreed,
Priority Solutions
WITHIN 2 YEARS
WITHIN 10 YEARS
WITHIN 5 YEARS

• 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 Wikis/ 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

• 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

• 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

Manage Information as an Asset
Draft
15
ICT Sourcing Strategy must address six key
questionsSourcing Strategy framework and key
questions

• 1. What are the business drivers?
• Business context / ICT strategy
• Stakeholder interviews
• Industry trends
• Local market overview and case studies
• Current state baseline

16
Scope boundaries between bundles
must be clearly defined
Draft
Key aspects of the deployed environment supported
through the other bundles
Internet
Distributed computing
Terrestrial communications
1
Deployed - fixed
3
DRN
z
Base and office locations
Network Operation Centre
Tactical Interface
Satellite terminal
Service desk
z
Gateway
Encryptors
Routers
Mobile devices
Local server rooms
DSN
DWACN
WGS Satellite (KU and X band)
UHF Satellite
z
Encryptors
Routers
File Print
App servers
End user
Gateway
DTSN
Gateway
Regional server rooms
Coalition
z
File Print
App servers
Encryptors
Routers
MFDs
Printers
Intl links
Gateway
PABX
Potential rationalisation and centralisation of
local and regional servers1
Centralised Data Centre
PSTN
Gateway
HF Mod
Potential inclusion of some gateways or
specialist communications platforms in
Terrestrial Communications depending on
architectural considerations and vendor value
proposition
Centralised processing
Midrange
Mainframe
Storage
2
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
17
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

18
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
• Well 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

19
ICT Sourcing Framework and Scorecard will be
Business Outcomes focused
Examples Only
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
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
20
Thank you.Questions?