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Department National Defence (DND)
Defence Renewal
Defence Business Management
Capability Transformation (DBMCT)
Proof of Concept (POC)
Agenda
Background
Outcomes, Objectives, Contributors
POC Scenario Overview
POC Approach
Environment Overview
Scenario Walkthrough
Observations / Key Enablers
2
Challenges
Can we quickly, reliably, and accurately answer these kinds of questions today?...
How ready is Defence? Is it ready enough? Is it too ready? What are the costs?
Where do I find a whole-of-Defence business view?
Why do we have to set-up special teams for issues like SR & SOR?
How do we know we are being successful and sustainable in Defence Renewal?
How do I, in real time, plan for and monitor business strategy, risks, priorities
and activity performance ?
Do I have accurate information that I can trust and use to inform decisions?
Can we determine future impacts of current business decisions?
Is the business of Defence set up to be understood? ...
3
4
Business Intelligence /
Analytics
Business Cyber Security
Enterprise Architecture
Business Requirements Definition and Prioritization
Business Policy
Formulation and
Integration
Business Systems
Integration
Change Management
Business Design
Modeling and Simulation
Education and Training
Governance and
Accountability
DBM Enterprise Capabilities
POC Objectives In support of Defence Renewal Outcomes
Resources to be focussed
strategically on front-line
capabilities and readiness, and
overhead costs and process
inefficiencies are reduced to the
greatest extent possible
5
A comprehensive regime of
performance metrics and
targets to be in place and
employed to measure and
assess improvements, guide
resource allocation decisions,
and ensure accountability.
A culture of continuous
improvement and renewal will
be instilled and accepted as a
permanent feature of the
defence business
Technology and innovation
will be embraced and used in
ways that support, reinforce
and enable process
improvements
Demonstrate the value inherent in an Enterprise Architecture driven
approach (single model)
Demonstrate potential Whole-of-Defence business view
Demonstrate the direct relationship between FP&R operational activities,
planning, execution and performance management including linkages to PMF
Confirm suitability and effectiveness of SAP, Microsoft & Qualiware to:
Enable a Modernized Work Environment
streamline planning processes
harness pertinent trusted information for rapid decision making
Inform on deployment considerations
Design, dependencies, interfaces, supportability, performance, security,
CONOPS, training, resource impact, etc.
Work
Environment
Programme
Governance
Culture
Architecture
Functional Level Cross-Functional Level Enterprise Level
What did we do? How are we doing? What should we be doing?
Support Business Improve Business Optimize Business
Architected
(Defined)
Constant attention to business
architecture, documentation,
standardization and integration
Defined, cross-functional
oversight
Local decision-making
based on plans & strategy
Focused approach to
Data Integration
End-to-end business
model defined
Cross-functionality
articulated
Common / Shared
approach to BI&A
Agile
(Optimized)
Business constantly
improved to better serve
Defence Team needs
All effort aligned with
Defence Outcomes
Continuous
Optimization
On-going Education and
Learning
Consistent use of
Trusted Information
Business adapts
Strategically
Decision-Making based
on agile foundation
Advanced analytics and
optimization
Constant oversight and
active adjustment
Whole of Defence
perspective
Functional
(Siloed)
Repeatable business
process defined and
documented
Functionally-focused
Decision-Making
Limited / disparate
BI&A services
Disparate, On-demand
Data activities
Local operational
business models
Managed
(Integrated)
Monitor and control business
through data collection and
analysis
Horizontal
Accountability
Cross-functional
decision-making
Integrated Data and
Stewardship
Operating in end-to-end
business model
Horizontally
Integrated
Application integration
with BI&A
Enterprise approach to
business management
Embedded Education
and Training
Business not sufficiently
defined and documented
Informal
(Un-defined)
Ad Hoc solutions
Business models
not defined
Source: Carnegie Mellon
Maturity Model (tailored)
6
Proof of Concept
6
EPM Perspective
DSC Perspective
Business Architecture (OV)
Enterprise Architecture Context
7
Defence Strategy (StratV)
Readiness Targets
Performance Objectives PAA
PMF
Defence Business Model Core Business Processes
Information
Architecture
Application
Architecture
Security
Architecture
Technology
Architecture En
terp
rise A
rch
itectu
re
Informs
ARA
8
Architected Approach Exercise Defence Renewal Vision POC = Thin-Slice
9
MS-Office Environment
Web Services Files Databases Social ERP
Data Integration Data Analysis Data Quality Data Masking
SAP BusinessObjects Suite
Semantic Layer (Meta Data)
Crystal Web Services Dashboard Data Explorer Analysis Web Intelligence
Universe
SAP Enterprise Performance
Business Planning and Consolidation
(BPC)
Strategy Management
Business Warehouse BW OLAP
Data
Se
cu
rity S
erv
ice
s
Environment
Scenario
10
11
RCN Readiness FP&R RCN BP Initiation RCN BP Planning RCN Directive
Annual BP cycle RCN &
MEPM Ops Plan
RCN Specific Fit for
Mission
In year activity
performance
RCN PMF Dashboard
RCN Business Use Cases
SharePoint / Office Interface
SAP SM SAP BPC SAP
BI&A
12
Operationalize in
Business Systems
SAP ECC PeopleSoft Other
ERPs
Enterprise Information
Model in
Qualiware
13
DSC Context
Program Alignment
Architecture (PAA)
Framework to support
governance, planning and
decision-making by
providing both financial and
performance information
ADM(Mat) DSC
Transformation
Architecture Project
Integrated Defence
Environment (IDE)
delivering the Value Chain
Architecture, which is the
backbone of all DSC
activities
MEPM Strategic
Initiatives (MSI)
Better deliver the naval
products and services as
part of materiel lifecycle
programs for defence
capability elements
https://www.tbs-sct.gc.ca/tbs-sct/abu-ans/tbs-sct/paa-aap-eng.asphttp://admmat.mil.ca/en/index_e.asphttp://collaboration-vcds-vcemd.forces.mil.ca/sites/IRM-PMF WG/PAARedesignSC/PAA Redesign Review Senior DM/Forms/AllItems.aspx
14
Strategic
View
Operational
View
Systems View - Data
Systems View - Applications
Transaction
BI Extract
Performance data
PAA Guides
Value Chain KPIs
DSC Architecture
Activities of Logic Model
PMF
MA&S Outcomes
Performance Indicators
Performance Data
Sources
DSC
Logic
Model Guides
15
1 Readiness
2 3 4 5 6 7 8
RCN Readiness FP&R
Total Cost$418 or Lower At 75% confidence A 25% risk of Readiness falling below .53
Force Units Most Often Experiencing a Shortfall and Least Often Experiencing a Shortfall
Select Force Structure Adjust budget and risk confidence level
0 2000 4000 6000 8000 10000
1a DefendCanada 00%
4b MAJAID 01%
5a/b/c IntlOpExtended 23%
1g NORAD 46%
3a TerroristAttack 00%
1d ArcticResponse 45%
1c NatlDomOps 58%
1b SAR 33%
1h ContinentalOps 89%
1f OGDSupport 87%
4a SpCivilAuthority 94%
6a/b/c IntlCrisisShortterm 98%
2a SpIntlEventCanada 98%
1e Reinforcing 93%
Freq
uenc
y of
Sho
rtfa
ll
Events Occurred Events Short of Resources
CAF Force Structure Readiness Assessment
0
0.1
0.2
0.3
0.4
0.5
0.6
0.7
0.8
0.9
1
1 2 3 4 5 6 7 8 9 10 11 12
Read
ines
s In
dex
Period
Median Risk Index by Period
FS0 Reference
FS1 Working
Max Zero R
