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
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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? ...
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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
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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)
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Proof of Concept
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EPM Perspective
DSC Perspective
Business Architecture (OV)
Enterprise Architecture Context
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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
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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
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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
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Operationalize in
Business Systems
SAP ECC PeopleSoft Other
ERP’s
Enterprise Information
Model in
Qualiware
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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
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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
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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 Risk
Cap Capped Budget
32 33 33 34 34 35 35 35 36 37 37 37
0
5
10
15
20
25
30
35
40
1 2 3 4 5 6 7 8 9 10 11 12
Force Structure Cost by Period
0% 10% 20% 30% 40% 50% 60% 70%
UF15: Air Defence Regiment
UF52: JTF2 TMS
UF43: CBRN TF
UF48: Air Field Medical Station
UF31: TCR Det (Fighter Control Radar)
UF45: Disaster Assistance ResponseTeam (DART)
UF34: CC130 Hercules(T)
UF25: ACCE C2 Det (Command andControl)
UF26: AEW (Airborne Early Warning)
UF49: Role 2
Top Ten Shortfalls
0.0% 0.0% 0.0% 0.1% 0.1% 0.1%
UF14: CBG TBG
UF30: CC188 Hornet
UF51: CBRN Patient Decontam Centre
UF19: Frigates
UF32: CH146 Griffon
UF38: CP140 Aurora
UF29: CC115 Buffalo/CC138 Twin Otter
UF20: Destroyers
UF22: Submarines
UF24: Port Security Units
Bottom Ten Shortfalls
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1 Readiness
2 3 4 5 6 7 8
• Adopt a Single Business Model
CTG: (POC Example)
2 x Halifax Class Frigates
1 x Iroquois Class Destroyer
1 x Protecteur Class Vessel
RCN Readiness – FP&R
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POC Environment - Planning
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RCN BP Initiation • Single process & view
1 2 BP Initiation
3 4 5 6 7 8
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RCN BP Planning – Cont
1 2 3 BP Planning
4 5 6 7 8
Track & Collaborate
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RCN BP Directive
1 2 3 4 BP Directive
5 6 7 8
• Connect and Record
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Environment - Managing
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Semantic / Universe Concept
Trusted Data
Foundation
Logical Data
Model
Business
Subjects
Semantic Layer
(Universe)
Presentation
Layer
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Financial Datamart
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IV-1 Financial Subject
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Financial Reporting Universe
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Universe – Data Layer of Design Service Models: Managed Reporting, Self-Serve, Data Svcs
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Annual BP cycle RCN & MEPM Ops Plan
1 2 3 4 5 MEPM Ops.
6 7 8
Goal: Provide business planning direction to DGMEPM, trigger DGMEPM Operational plan
adjustments as required and identify deltas and impact
HR
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RCN Specific Fit for Mission
1 2 3 4 5 6 Mission Fit
7 8
Explore inventory by NSN, by location, by time for Mission Fit
“FSC 1550” “Drone, Maritime”
YTD Count by Location
By Time,
By Location By Location,
By Time
NSN Stock Location Month
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In-Year Program Performance
1 2 3 4 5 6 7 In Year Activity
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• Analyze & Measure
• Decide & Execute
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Environment - Performance
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RCN PMF Dashboard
1 2 3 4 5 6 7 8 PMF Dashboard
• Review & Improve
Observations / Benefits
• Business Architecture Imperative
• A unified business model is implementable
• Demands a business-led paradigm
• Business analyst heavy vs. technology
developer
• Clear that knowledge worker effort will shift to
value-add business analysis
• No Silver Bullet
• Value can be realized incrementally
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Key Enablers / Pre-requisites
• Executive-level leadership essential
• Change management aspects are foundational
• Clear and co-ordinated effort of Business & IT
• Need to operate in an Enterprise Governance
Model
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DISCUSSION
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