Transforming the Defence Information Environment through Improved Governance

1
Transforming the Defence Information Environment
through Improved Governance
Australian Computer Society Canberra Branch
Conference 5 November 2004

• Air Vice-Marshal Julie Hammer
• Acting Chief Information Officer
• Department of Defence

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Governance - What is it?

Governance is how we make decisions around here
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Improving Governance

• Creating a common language, a common
  understanding
• Conceptualising the future - in terms of the
  business
• Identifying the core Business Processes
• Putting in place a Governance Framework
• Controlling expenditure

4
Improving Governance

• Creating a common language, a common
  understanding
• Development of the DIE Framework
• Conceptualising the future - in terms of the
  business
• Identifying the core Business Processes
• Putting in place a Governance Framework
• Controlling expenditure

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Why do we need a DIE Framework?

• No agreed boundaries of the DIE
• No common description of components that comprise
  the DIE
• No widespread understanding of technologies
  involved
• No widespread understanding of information
  management issues
• No coherent vision of the DIE we seek in the
  future
• No way of measuring the performance of the DIE
• No common language to discuss the DIE

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Sensors
DEFENCE INFORMATION ENVIRONMENT
Information Interoperability
Management
Operations
Information Management
Policy Doctrine
Defences Information Domains (DID)
Processes Procedures
Weapons
Organisation Structures
People Training
Defence Information Infrastructure (DII)
User Devices
Coalition Allies OGOs Industry NII
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Defence Information Infrastructure
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(No Transcript)
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The DIE - Matters of Scale (1)

• Restricted Network
• Users 79,000
• Desktops 55,500
• Servers 1000
• Secret Network
• Users 13,000
• Desktops 10,500
• Servers 395
• Voice Services
• Handsets 120,000
• Mobiles 16,000
• Calls / month 4,250,000

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The DIE - Matters of Scale (2)

• 500 LANs at connected by
• WAN (ATM, ISDN, FRAME Relay)
• Microwave
• Satellites e.g.
• INMARSAT - STRATOSGLOBAL
• DEFAUSAT - Intelsat
• G2 Satellite Solutions -UHF MILSATCOM
• Optus - C1 (X/Ka band)
• Deployed Forces
• HF
• UHF
• VHF
• Satellite

There is only one network and it supports both
ADF and non-military Defence uses.
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The DIE - Matters of Scale (3)

• 4000 Applications and Application Data Bases
• Command and Control
• Intelligence
• Geographic / Mapping
• Preparedness
• Business (Payroll, HR, Supply Chain)
• Personal Productivity
• Engineering
• Simulation and Experimentation
• Requirements Management
• Security Incident Detection
• e-everything

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The DIE - Matters of Scale (4)

• Links to Weapons (e.g. Missiles), Weapons
  Platforms (e.g. Aircraft) and Sensors (e.g.
  Radars)
• Strategic Surveillance (Over The Horizon Radar)
• Tactical Surveillance (Fixed and mobile - UAVs)
• Air Traffic Control (Fixed and mobile)
• Navigation Radionavigation
• Target acquisition, tracking and weapons guidance
• Telemetry and Telecommand
• Mobile Communications (e.g. Combat Radios)
• Tactical Data Links

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Improving Governance

• Creating a common language, a common
  understanding
• Conceptualising the future - in terms of the
  business
• Hierarchy of planning documents
• Identifying the core Business Processes
• Putting in place a Governance Framework
• Controlling expenditure

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IT Strategy and Planning

• Business Strategy
• Network Centric Warfare Roadmap
• Defence Management Systems Strategy
• IT Strategy
• DIE Strategic Intent
• DIE Plan

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Sensors
DEFENCE INFORMATION ENVIRONMENT
Information Interoperability
Management
Operations
Information Management
Policy Doctrine
Defences Information Domains (DID)
Processes Procedures
Weapons
Organisation Structures
People Training
Defence Information Infrastructure (DII)
User Devices
Coalition Allies OGOs Industry NII
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DIE Attributes

• Commander/Customer
• Functionality
• Interoperability
• Usability
• Pervasiveness
• Reliability

• Supporter/Supplier
• Governance
• Security
• Survivability
• Surge
• Adaptability
• Quality
• Sustainability
• Standardisation
• Efficiency

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Improving Governance

• Creating a common language, a common
  understanding
• Conceptualising the future - in terms of the
  business
• Identifying the core Business Processes
• Must be agreed at the highest level
• Putting in place a Governance Framework
• Controlling expenditure

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DEFENCE INFORMATION ENVIRONMENT A Basis for
Capability Planning
Sensors
Information Interoperability
Management
Operations
Information Management
Policy Doctrine
Defences Information Domains (DID)
Processes Procedures
Weapons
Organisation Structures
People Training
Defence Information Infrastructure (DII)
User Devices
Coalition Allies OGOs Industry NII
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DEFENCE INFORMATION ENVIRONMENT ENTERPRISE
PROCESSES
Operations
Management
Strategic Planning Capability Development Capabi
lity Management Personnel Finance Acquisition
In-Service Support ST Support Governance
Information Management
Command and Control Situational
Awareness Conduct of Operations Logistics
Support to Operations Intelligence
Policy Doctrine
Defences Information Domains (DID)
Processes Procedures
Organisation Structures
People Training
Defence Information Infrastructure (DII)
User Devices
Deployed
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Operations Information Domain - Enterprise
Processes (and EPOs)

• Command and Control (CJOPS)
• Situational Awareness (CJOPS)
• Conduct of Operations (CJOPS)
• Logistics Support to Operations (CJOPS)
• Intelligence (DEPSEC IS)

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Management Information Domain - Enterprise
Processes (and EPOs)

• Strategic Planning (DEPSEC S)
• Capability Development (CCDG)
• Capability Management (CN, CA, CAF, CIO, DEPSEC
  IS, DEPSEC CS)
• Personnel (HDPE)
• Finance (CFO)
• Acquisition (CEO DMO)
• In-Service Support (CEO DMO)
• Science and Technology Support (CDS)
• Goverance (COS ADHQ)

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Role of the Enterprise Process Owner

• (1) Describing their EP in accordance with the
  method agreed by the DIEC
• (2) Identifying sub-processes and owners for
  their EP
• (3) Controlling their EP and its interactions
  with other processes
• (4) Consulting with Defence Groups and Services
  to ensure that their EP supports Defence
  outcomes
• (5) Agreeing the functional requirements for
  information systems that support their EP
• (6) Defining the skills and competencies
  associated with their EPs for inclusion in
  relevant training programs and,
• (7) Contributing to DIE planning.

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Role of the CIO

• (1) Establishing and maintaining the governance
  arrangements for EPs
• (2) Establishing, and gaining DIEC agreement to,
  a method for describing EPs consistently across
  Defence
• (3) Providing the necessary subject matter
  expertise to EPOs to support the description of
  EPs
• (4) Identifying and resolving inconsistencies
  between EPs or raising those inconsistencies to
  the appropriate forum for resolution
• (5) Including the EPOs in the DIE planning
  process and,
• (6) Ensuring that the priorities for DII
  development support the EPs.

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Improving Governance

• Creating a common language, a common
  understanding
• Conceptualising the future - in terms of the
  business
• Identifying the core Business Processes
• Putting in place a Governance Framework
• Portfolio evaluation of DIE Governance
• Study into DIE Organisational Arrangements
• Controlling expenditure

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New Governance Arrangements

• Enterprise Process Owners to rationalise and
  standardise applications
• Implement a program management view of DIE
  expenditure across the portfolio and ensure all
  expenditure accords with agreed priorities
• Strengthen existing governance framework

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Governance Framework

• Defining the governance decisions
• Strategy and Planning
• Resourcing
• Capability Requirements
• Data Management
• Technical Specifications and Standards
• Service Delivery
• Defining the roles in those decisions
• Decision Mechanism (which committee/board?)
• Decision Accountability (which person?)
• Decision Advisors (who inputs to the decision?)
• Decision Implementation (who delivers?)

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New Organisational Arrangements(wef 3Dec04)

• New CIO Group will form comprising
• The Office of the CIO (OCIO)
• Strategy and planning
• Information Systems Division (ISD)
• Infrastructure development, support and
  operations
• Various software development and support elements
• For management enterprise applications

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Improving Governance

• Creating a common language, a common
  understanding
• Conceptualising the future - in terms of the
  business
• Identifying the core Business Processes
• Putting in place a Governance Framework
• Controlling expenditure
• Know where the money is being spent
• Control the expenditure

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Baseline Funding Review Key Findings

• Gross acquisition value approx 1.1b
• 810m in H/W, 281m in S/W
• Net book value of approx 551m
• after depreciation
• Annual expenditure approx 1.1b
• 490m sustainment, 390m investment, 183m
  workforce
• Expenditure is 6.5 of Defence budget
• comparable to anecdotal figure for US DOD
• comparable to major commercial enterprises

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Future DIE Expenditure
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Proposed DIE Expenditure by Component
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What do we hope to achieve?

• A common understanding about what comprises the
  DIE and a means of consistently describing it
• A coherent vision of the DIE we seek in the
  future in terms of the DIE Framework and its
  attributes
• Agreed strategies and a detailed plan to achieve
  the DIE vision
• A means of measuring the performance of the DIE
  in terms of its attributes and measuring our
  progress towards the future vision
• Closer linkages between strategy and planning and
  development, implementation and support through
  closer organisational arrangements and stronger
  governance
• Greater visibility of expenditure on the DIE
• Portfolio level prioritisation and control of
  expenditure

An efficient and effective DIE capable of
supporting Defences warfighting and management
functions.