© Crown Copyright 2009 KSA Update Al Murray. © Crown Copyright 2009 Issues Raised in Original Study A limited simple, single view -No unity of effort

© Crown Copyright 2009

KSA UpdateKSA Update

Al MurrayAl Murray


Issues Raised in Original Study

A limited simple, ‘single view’ - No unity of effort. - Technical details are often described instead of ‘capability benefits’ or outcomes.

Too much bureaucracy vs. pro-active Governance - ‘Decisions’ can be arbitrarily made and often overturned.- Documentation is not user-friendly, is verbose and at times impenetrable.- There are many un-coordinated rules and regulations.

Ineffective standards- Lack of consistency in tools and processes.- Inconsistent use of terminology.

A lack of Corporate (MOD) awareness- DEC Desk Officers new in post have little support to understand the role (re-invent the wheel).- Deficient knowledge as to the abilities of others.

Variable relationship with the Industry Community

There is insufficient connection between the Vision and the Activities


Current View of Issues remains similarSpecific Issues

• Lack of coherence of “business” agenda (Enterprise Planning)

• Lack of coherence of “Solutions” agenda(Business and Technology integration)

• Governance Ineffective

Common Issues

• There is too much of everything but not joined up

• Insufficient common language (for enterprise planning, architectures, plans etc)

• Insufficient views of “AS IS” situation whilst focussing always on “TO BE”

• Focus on Assurance/compliance over proactive planning and guidance

Root Causes

• No shared, common understanding of context - Overall context is not strong enough - Where context exists it is not shared *** - Plan and policy issues - Organisational issues - Governance issues - Process issues

• Culture – poor collaboration across organisational boundaries


KSA Mission and GoalsSingle Statement of User Need

To 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 Mission

To 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.

KSA Goals

The KSA will:- unite the MOD and industry around a clear, concise and complete enterprise plan and a single

set of business and technical strategies and architectures (create a single view of NEC context).

- improve the effectiveness and efficiency of end-to-end Governance through simplification (improve decision-making).

- identify and address gaps and opportunities in MOD’s abilities (organisation, processes, people) with respect to achieving the enterprise plan.

KSA Organisation and Authority

The KSA provides direct advice and assistance to DCDC (EC) in his role of NEC SRO.


KSA Key Functions and Activities

KSA Organisational Functions

KS

A A

ctiv

ities

Enterprise Mapping

InventoryAnalysis

Capability Planning

Rulebook simplification

Enterprise Planning

Business and Technical Integration

Governance

Governance Assessment

Governance optimisation

Current State

Future State,Plans

And Gaps

Interventions

Action Instigation, Influencing, Driving, Advising, Supporting, Brokering, Constraint removal, Fund

Requesting, Challenging, Testing, Exposing, Issue Resolution

KS

A M

an

ag

em

en

t an

d c

oo

rdin

atio

n


Outline KSA Roadmap

Objectives

Key Outputs

KSA Advises

Shape the KSAGain Stakeholder buy-

inMobilise

Larger Transformations

• CONOPs agreed• Stakeholders engaged

• Shadow Service contract signed

• Workplan in place• Early workstreams shaped

• Team mobilised

Industry Involvement

DCDS (EC), NEC Governance Fora

• Stakeholder input• Recruitment assistance

• Create Some Early Wins

• Develop KSA Momentum

• Gain Approval for Enduring Service

• CM(IS) Programme Board Review

• Aggregate Network Reqt & Gap Analysis

• Plan and approach for NEC compliance

• KSA plan to Oct 09• Programme Interventions

• Baseline for Governance, EP and BATI

• Enduring Service business case and contract

• Updated CONOPs• Sponsors of each KSA early win

• As needed per workstream, increasing throughout

• Unify Defence Industry around a shared context

• Full shared context• Early optimisations within each workstream

• Transformation plan covering required changes to people, processes and organisation.

• 2* Stakeholders

• Formalisation of input needed

• 3* and 4* Stakeholders

• Assistance in implementation of change

• Transform Organisation from ‘AS IS’ to ‘TO BE’

Larger Transformations


Drive Early Value for each Workstream

Enterprise Planning

Business & Technical Integration

Governance

Network Aggregated

Requirements

CM(IS) Programme Board Implementation

NEC Compliance

Early Wins

Other Priorities

• Programme & Initiative Interventions • Test & Reference• People/Culture with PDSG• Information Assurance•Management Information tender• Support to FCN, Dabinett, JC2SP • KSA ongoing mobilisation and stakeholder management

•Baseline•Approach•Target•Actions


Planning & Interventions



Lever & Intervention Management


KSA Interfaces

The “Industry KSA” team will touch most parts of the organisation

DEC CCII DEC ISTAROther

as

DSolutions ISEPO

Industry KSA

Ent

erp

rise

Pla

nni

ng

Bus

ine

ss

And

Tec

hnic

alIn

tegr

atio

n

SEIG

Gov

ern

ance

DC

I


DSolutions ISEPO

KSA Team

Ent

erp

rise

Pla

nni

ng

Bus

ine

ss

And

Tec

hnic

alIn

tegr

atio

n The NEC Team

SEIG

Gov

ern

ance

NE

C P

rogr

amm

e O

ffice

DC

I


DSolutions ISEPO

Industry KSAE

nter

pris

eP

lan

ning

Bus

ine

ss

And

Tec

hnic

alIn

tegr

atio

n

SEIG

Gov

ern

ance

DC

I

DEC CCII DEC ISTAR

Other DECs as appropriate

DSolutions ISEPO

KSA Team

Ent

erp

rise

Pla

nni

ng

Bus

ine

ss

And

Tec

hnic

alIn

tegr

atio

nThe NEC Team

Other DE&S Architects as approp

SEIG

Gov

ern

ance

NE

C P

rogr

amm

e O

ffice

DC

IVCDS, 2nd PUS, CDM,

CJO, CDI and other key managers

FLCsPJHQ

Industry

CIO

DCDS (EC)

CMGsCPGsIPTs

Prog BoardsGovernance

Bodies

CBM/NEC EGDSGsJCB

CIO Systems Direction GroupAuthority from,

Reports to

Influences,

supports

Tightly aligned,

Agent for

Advises, Gets direction from

Influences

Liaises with,

Listens to


Example:

Enterprise PlanningNetwork Aggregate Requirements


Managing a strategically aligned ProgrammeTranslating strategy into actionable changes

Strategic Portfolio Management. Maintaining a strong link between initiatives being executed and the strategic relevance and rationale for them (C4 CMS)

Programme Delivery Management. The management and consistent application of specific processes, tools and methods to enable the coordinated delivery of projects within a programme, in a consistent and efficient way (CPGs/Programme Boards)

Project Management. The delivery of specific projects within the context of a broader programme objectives and management mechanisms (IPTs)

Change Architecture. Focus on the people aspects of the programme. Considering impact of change on the wider organisation and end users. (DLODs?)

Programme Architecture. Establishment of leadership structure, team dynamics, and support mechanisms to allow effective programme management (Programme Support Function)


AV-1 Overview and Summary Information20/01/2009 09:43:16 22/01/2009 13:44:06 AdministratorCreated: Modified: Owner:

CM(IS)

DEC ISTARDEC CCII

Enterprise Planning Conceptual Overview

EN CMP CIBM CMPLogs DS & M CMP

NEC Campaign Plan (Screen grab as at 20/01/2009)

EN Campaign PlanCIBM Campaign Plan

ISTAR CMPs Other NEC related CMPs

Logs DS & M Campaign PlansISTAR Campaign PlansOther Campaign Plans

MOD


Characteristics of a High Performing Organisation (Network)

• Has a clearly defined vision.

• Clearly and consistently communicates the vision.

• The leaders in the business clearly define the strategy and communicate this to others.

• Frequently reviews initiatives to identify opportunities to group them, rather than operate stand-alone projects.

• Has a high level map of how each initiative relates to the others and contributes to delivering the future vision and goals.

• Changes in strategy or business context result in a review of current and planned initiatives to ensure fit.

• The strategy clearly quantifies what network capability is required, and by when.

• Members of the management team are able to give examples of how the current situation is different from the desired state.

• Individuals within the organisation understand the impact that the strategy has on them and on their organisation.

• Stakeholders understand the strategy.

• Current operational network performance is understood.


Network Enterprise Planning - How are we doing ?

1.00

1.50

2.00

2.50

3.00

3.50

4.00

Q1. C4 CMS vision is c

learly defined

Q2. C4 CMS vision is c

learly and consistantly communicated

Q3. Leaders in

the business clearly define the str

ategy and communicate this

Q4. Frequently review initiatives to identify opportu

nities

Q5. High level map of how each initiative relates to

the others

Q6. If change, we would im

mediately review initiatives

Q7. Our strategy clearly quantifies network capability

Q8. The team knows how our current situation is d

ifferent from desire

d state

Q9. I understa

nd the impact th

e strategy has on me and my organisation.

Q10. Stakeholders understa

nd the strategy

Q11. I am aware of th

e current operational network perfo

rmance

Agree

Disagree

Current FocusTo define a clear and shared view of the Defence-wide requirements for the Network, the key gaps, and recommend improvements in how we drive programme activity from an agreed strategy.

1

42 2

33


Example 2:

NEC Compliance


What are the real root causes?

CONTEXT

There is limited shared understanding of:

• What we have today (AS IS)

• What we want to achieve (Enterprise Goals)

• How we want to achieve it (Rulebook)

• How we will ensure we achieve it (Compliance, Assurance, Governance)

Organisation Mindset Process Culture Technology


The SoSE challenge and NEC Enterprise goalsA common, shared view of the full breadth of the Enterprise is required.

Sys

tem

s E

ngin

eerin

g (I

PT

)

Technical Standards

Security Principles

Information Model

Business/Ops Models

Technical ArchitectureApps Infra Network

Capability (URD) NEC“Rulebook”For joining

component-systems[being

highly cohesiveand

loosely coupled]


Strawman Approach to understanding shared context

DG

ISS

DG

IST

AR

DG

Ships

DG

Land Equipm

ent

DG

Air S

upport

DG

Com

bat Air

DG

Subm

arines

DG

Helicopters

DG

Weapons

DG

Joint Supply C

hain

DG

Safety &

Engineering

Requires a process to transition the SE design approach for all DGs from a vertical to a horizontal view of the Enterprise.

How are the “Development” Organisations arranged?

DG

ISS

DG

IST

AR

DG

Ships

DG

Land Equipm

ent

DG

Air S

upport

DG

Com

bat Air

DG

Subm

arines

DG

Helicopters

DG

Weapons

DG

Joint Supply C

hain

DG

Safety &

Engineering

For each layer, a RAG assessment reflecting the FFP of each DGs design. Self-centred but including offered interfaces and services.

DGs Internal Capability Maturity Assessment

Bilateral assessments, establishing the maturity of interoperability between each DG. One table per layer; potentially per NEC

contributing project.

DG

9

DG

8

DG

7

DG

6

DG

5

DG

4

DG

3

DG

2

DG

The combination of these qualitative assessments details the gaps and risks in delivery of NEC. A prioritised plan of work to develop the overall Enterprise Architecture results.

Capability A

rchitecture A

ssessment

DG

ISS

DG

IST

AR

DG

Ships

DG

Land Equipm

ent

DG

Air S

upport

DG

Com

bat Air

DG

Subm

arines

DG

Helicopters

DG

Weapons

DG

Joint Supply C

hain

DG

Safety &

Engineering

Technical Standards

Security Principles

Information Model

Capability (URD)

Technical Architecture

Business/Operational Models

A cohesive, common shared view of the

Enterprise Architecture.

Not n

ecessa

rily the

final la

yers

Nee

d to

estab

lish th

e ow

ne

rship

of e

ach

To get back to the goal:

DG1

DG2

DG3

DG4

DG5

DG6

DG7

DG8

DG9

DGs External Cross-Boundary Capability Maturity Assessment


Straw-man Ownership: owning

the goals...CIO Enabling Capabilities, policies, Standards

etcCIO SDG Organisational StrategyCMGs Derived Strategy across Unified CustomerCPGs High level plans and capability deliveryPB / PSFs / PO Programme execution and controlSEIG High Level SOSE incl. Architecture and

Safety, guidance and supportOther DGs Domain level SOSE incl. Architecture,

guidance and supportEnabling Fns Security Strategy etc

Key Success Factors:exploiting the goals…

• Change Management

• Establishing context and a common approach

• Organisational coherence and de-confliction; decision making

• clear Roles and Responsibilities

• Policy, Rules, Standards

• Governance

• Compliance, Assurance, Certification & Accreditation

• Including Safety and Security

CCII CMG

C4

Strategy

MissionThread

MissionThreadMission

ThreadMissionThread

Enterprise Goals:setting the goals…

NEC & CBM

2012

Milestone

Statement

NEC

Campaign

Plan to

Initial

State

Approach: translating the goals…NEC & CBM

Programme

Instruction

EnablingCapabilities

for Joint Action Capability

ChainsCapability ChainsCapability

Chain MissionThread

MissionThread

MissionThread

MissionThread

MissionThread

Defence Strategi

c Guidance

EnablingCapabilities

for Joint Action

Study Assumptions Group Scenarios

Informs URDs/SRDs…


NEC Compliance - Roadmap

Create Context

Enterprise GoalsRulebook design and

assessment

Transform Processes

SoSE

Governance

Roles and Responsibilities

Assurance

Populate and Rollout Rulebook

Network Joining Rules Other Joining Rules

Management Enablers

Build Team

Management Meetings

Architecture Community of Practice

Campaign Plan

End State Vision

Early Wins

Target Achievements - End March 2009

• Clear vision of end state• A Plan• Momentum/Early Wins

Documents

© Crown Copyright 2009 KSA Update Al Murray. © Crown Copyright 2009 Issues Raised in Original Study A limited simple, single view -No unity of effort