Department National Defence (DND) Defence Renewal - Michael Mitchell_PD WeDepartment National Defence (DND) Defence Renewal Defence Business Management Capability Transformation (DBMCT)

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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