This presentation is from session three of the RUSI Defence Information Superiority Conference 2013, delivered by:
- Vice Admiral Al Richards
- Air Commodore Chris Jones
- Brigadier Mark Baines
- Air Commodore Mark Neal
http://www.rusi.org/events/past/ref:E5150473580C0C/
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Session Three: Defence Authority for C4ISR
1. Defence Information in the Future
Operating Environment
RUSI Defence Information
Superiority Conference 2013 26-27 September 2013
2. Defence Authority for C4ISR
Defence Authority for C4ISR
“How are we doing”?
RUSI Conference Update
26 September 2013
Chief of Defence Intelligence
Brigadier Mark Baines
Air Commodore Chris Jones
Air Commodore Mark Neal
3. Defence Authority for C4ISR 3
Defence Authority for C4ISR – Chief of Defence Intelligence
CIO
CTO
Information
Coherence
“Cohere the
Business”
DCap
HoC C4ISR
Capability
Management
“Change the
Business”
DCI3
C4ISR Jt User
Develop,
Generate,
Operate
“Run the Business”
The Defence Authority for C4ISR (DAfC4ISR) is:
Single “Chief Executive” of the C4ISR Business
One place – strategy, money, capability, coherence, operate, joint user
Single C4ISR architect also the CTO
Simplified and connected governance
Improved interfaces and ownership with FLCs, TLBs, DE&S, S&T and Industry
4. Defence Authority for C4ISR 4
C4ISR Joint User Brief to RUSI
Brigadier Mark Baines OBE
6. Defence Authority for C4ISR 6
Benefits being realised
Singular, top down MOD Board level information governance in place
C4ISR Strategy has been developed (with Intellect input – fix contingency now
etc)
All C4ISR and cyber S&T has been reviewed and aligned with the Strategy.
Internationally: our C4ISR and cyber engagement with the US IC, 5 Eyes, NATO
and France (through CJEF) is becoming more coherent and makes better use of
embedded LNOs
Nationally: cross Government and inter-agency working has improved
Internal to MOD, we are seeing more consistent prioritisation of limited resource
across the FLCs onto C4ISR and cyber outcomes inputting to ABC 13 and 14
DPs. Internal to JFC we see closer work with DJW on JEF.
Internal to DCI3 and Joint User, we see improved coherence around C2I2, better
aligning ‘2’ and ‘6’ requirements and broader understanding of SIE (all the Ints).
Additionally, recent work on ECIP has realised benefits for Op users and Cyber
work across Govt is maturing well.
Collocation of C4ISR Cap and JU staffs in Building 410 at Northwood is yielding
tangible people benefits, as is the establishment of the Joint Force Intelligence
Group in new 5 Eyes intelligence fusion facilities at Wyton.
8. Defence Authority for C4ISR 8
Opportunities
Now senior information Governance is complete, there is more opportunity for
Defence Authority Holding to Account (H2A) to drive coherence into the portfolio;
there is the opportunity (need) to further rationalise all the lower level programme
management meetings.
Now the heavy lifting of constructing the JFC portfolio is almost done, there is more
opportunity to concentrate on project outputs and programme outcomes –
essentially work on the detail of delivery to develop better and more coherent
C4ISR solutions.
A wholesale chop of ISS into JFC in Apr 14 under the new 3 Star CIO will allow
better control of delivery levers, in year spend and closer working between
Programme SROs and ISS Delivery Teams. The addition of PDG 1 in Apr 15 (subject
to studies in hand) provides a further opportunity to tie in the ISR DPD deliverables.
With CTO, to use our re-focussed S&T to shape a better pathway for innovation
covering OEMs, SMEs and tech start-ups.
Also with CIO as SIRO and CTO, to improve cyber security and exploit the Govt
Classification Scheme (Official, Secret and TS).
10. Defence Authority for C4ISR 10
Challenges
Capacity
Span and complexity – Our desk officer leads have to be very able indeed; they
have to be both professionally and technically able. So our related challenge is
simplification.
Location, location, location – Most teams at Northwood, work still occurs in
MOD London and requires interfaces with all FLCs (inc JFC Wyton, CJO and
DSF) and in with all other TLBs.
Centralisation v agility - the balance of centralisation into one large financial
portfolio versus disaggregated decision making to retain agility to meet
changing customer requirements across Defence.
Establishing a timely and useful dialogue with Industry across the breadth of
C4ISR and cyber suppliers.
11. Defence Authority for C4ISR 11
We have implemented our design: it is starting to work -
there remains much Continuous Improvement activity to
address.
Questions
12. Defence Authority for C4ISR
Defence Authority for C4ISR
Capability Planning
Air Commodore Chris Jones
Head of Capability C4ISR
13. Defence Authority for C4ISR 13
Defence Authority for C4ISR - Capability Planning
Headline Benefits One Year In
• Separation of capability planning & delivery
• Delivery SROs – incl delegated planning
• Cap Headroom – concepts and optimised plans
• Close alignment with Jt User and CTO
• Demand signal – sharpened and prioritised
• Info DLOD – strong representation for FLCs
• Portfolio Management
• PfO – finance and capability assurance
• BoI – 2* leadership of decision making/forming
14. Defence Authority for C4ISR 14
Defence Authority for C4ISR - Capability Planning
Opportunities One Year Ahead
• Foundation Capabilities definition
• Cap Audit sequencing – Enablers first
• JEF requirements – ambition v resource
• Shaping Critical Defence Programmes
• Cyber, CEPP C4ISR, AIOS, DPD
• Interoperable and mission configurable
• Re-Balancing Defence EP toward JFC
• Positioning for SDSR
• Evidence based narrative
15. Defence Authority for C4ISR 15
Defence Authority for C4ISR – Capability Planning
The Ongoing Challenge
Joint Forces Command
Capability
Operating Model
CTO
Cap
C4ISR
C4ISR
Joint
User
Defence Operating Model
Fin Mil Cap
Target Operating Model
Defence Information
Operating Model
FLC/TLB Op Models
Centralisation
V
Disaggregation
Collaboration
V
Coherence
DE&SMaterielStrategyTransformation
DE&SDelivery
Teams(ISS)
C4ISRCapabilityTaxonomy
(commonlanguage)forDefence
17. Defence Authority for C4ISR 17
Architected, Not Accidental
DAfC4ISR Update at RUSI – 26 September 2013
Air Commodore Mark Neal OBE CEng FIET RAF
18. Defence Authority for C4ISR 18
What CTO is about
Information and ICT Coherence across the Defence
enterprise
• Operational and Corporate
• MOD and its partners, operational and industrial
C4ISR Coherence
• National and International
Enterprise Architecture
& Framework
CoherenceFederated Architecting
Opportunity
Management
Strategy
Policy
Commonality
Coherent
Problem
Solving
AssuranceInnovation
Agility
19. Defence Authority for C4ISR 19
What we have achieved so far
Defence ICT Strategy 2013
• Demand, Supply and Control
• ICT Transformation Plan
Federated Architecting
• Defence Information Reference Model
• Initial Target Architecture
• Identification of Essential Enablers
Defence Applications Register
MOD ‘Coherence Community’
• Joint Information Group
MOD Spectrum Policy and Release
20. Defence Authority for C4ISR 20
What we are doing now
Target Architectures for IF2015 and FF2020
Policy Rationalisation and Simplification
Establishing ‘trusted agents’ in TLBs
Inter-Programme Governance
• Managing inter-dependencies
• Network Authority Steering Group
Championship of Essential Enablers
Applications Rationalisation
21. Defence Authority for C4ISR 21
The challenges we face
‘Town Planning’
Innovation
Modern ICT Procurement
• Simplification
• Agility
• 3* Chief Information Officer
23. Defence Information in the Future
Operating Environment
RUSI Defence Information
Superiority Conference 2013 26-27 September 2013
Editor's Notes
We have updated the Defence ICT Strategy ready for publication in early Oct 13 (3 years after the current one was published). As an expression of how the Department must procure and use its ICT to gain maximum advantage from its investments, this new version describes, in outline, the enterprise user requirement and calls upon the user community to raise its game in the expression of information needs and ICT requirements. It also sets out the key principles that must be applied to the supply of ICT and the controls necessary to ensure the coherence of ICT solutions. We have matured the Defence Information Reference Model (DIRM) and Defence Applications Register to the point where they are now suitable for widespread use. These artefacts will allow planners, delivers and users to understand where ICT solutions can be made more efficient and more coherent over time, driving out duplication and unnecessary costs. The DIRM has already been used in conjunction with the Cap Audit to highlight where the Department lacks key ICT enablers (such as Identity and Access Management). We have worked with the Network Authorities, DSAS and the Engineering Group to ensure that the ‘coherence community’ is able to add a value to MOD ICT procurement and use greater than the sum of its parts; workshops continue to refine and simplify working practices. I have taken on the MOD co-Chair of the Joint Information Group (under the Defence Suppliers’ Forum construct). This group was previously chaired for MOD by Dir JSC but there is widespread recognition that the information issues MOD shares with Industry extend beyond logistics and acquisition and a more enterprise approach will allow us to work better with industry partners to resolve secure information sharing issues. All Spectrum policy and release work has recently been centralised under CTO. Together with Head Network Technical Authority in ISS and Head CST(Land), I am supporting transition to 3* CIO with a study developing principles that will inform decisions on what elements of DE&S (ISS and others) should transfer to JFC
We are establishing ‘target architectures’ for IF2015 and FF2020 in order to reduce complexity. This will allow programme boundaries to be better defined and encourage the re-use of existing capabilities where appropriate. As part of the policy review, CTO will work with ISS colleagues to agree how the Technical Controls Framework of the new Government Security Classifications policy can best be applied in MOD; the aim will be to maximise utility of the ICT (especially at Official) while retaining a satisfactory cyber posture. We are working with TLBs to develop a network of ‘trusted agents’ to compliment the existing CTO and Network Authorities. Once established, these ‘trusted agents’ will provide MOD with the wherewithal to balance better the MOD desire to delegate authorities in pursuit of greater agility and the Government goal to centralise ICT approvals to reduce Govt ICT spend. We will, over time, gain a better understanding of what it is important to manage centrally, for coherence, and what can be done on a federated basis. We are developing the Network Authorities so that they can play a greater role in the management of inter-programme dependencies. Individual programmes are well governed but inter-dependencies between them remain poorly understood and neglected. CTO is well placed to ‘arbitrate’ where programmes see their mutual dependencies differently and where resolution is important to coherent outcomes and minimised costs. We are embarking on an extensive programme of ICT policy rationalisation and simplification, in order to reduce costs and to increase compliance with that which is truly important. The exposition of gaps in key ICT enablers through application of the DIRM to Cap Planning and Delivery will allow the CTO routinely to ‘champion’ those enabling services that are essential to the success of the information architecture (and Defence outputs) but for which no one user is likely to expose a need. These already include the services necessary to enable secure access and the use of mobile, wireless devices and applications. Using DIRM and the Defence Applications Register, CTO is well placed to drive MOD applications’ rationalisation; there is an extant goal to reduce the portfolio by 20% this FY.
CTO is leading for DAfC4ISR on the improvement of Innovation in MOD ICT and C4ISR capabilities, including the pull through of relevant MOD and industrial S&T. The biggest challenge to the satisfaction of the Defence ICT Strategy remains our ability to adopt an procurement model (including commercial practices, scrutiny and approvals) that is aligned to Government ICT Policy and better suited to the procurement and use of modern ICT solutions (be they products or services). Introducing such a transformation must be a key goal of the recruitment of an external MOD CIO. In standing up the new CTO function, there was no new investment of SQEP in the core team, which has only 6 desk officers drawn from the pre-transformed CIO. This is inadequate for the pace of work required and size and complexity of the enterprise that we are attempting to architect.