Defence Watch ICT Development Division

Transcription

1 Chief Information Officer Group Defence Watch ICT Development Division Mrs Anne Brown Defence Chief Information Security Officer (CISO) First Assistant Secretary ICT Development

2 IA 2.0 Current Areas of Focus (Indicative) Applications delivery partnerships Applications rationalization Applications bundling Environment provisioning Transition to Operations (TTO)

3 Chief Information Security Officer Concept of IA 2.0 Achieve greater information assurance Strategic approach (not process bound) Minimise security as a hurdle when introducing new systems Collate and share information about threats & risks and how they can impact a system

4 Information Assurance D-RAP CCS, VA & HF Certification Accreditation Certification & Accreditation (C&A) to ISM. C&A also provides a degree of assurance; informs us about threat and risk environment. IA 2.0 will place increased focus on systems Compliance Control Compliance Suite provides continuous monitoring of system/network control environment. Vulnerability Assessment targets key systems for enhanced protection. Review the impact of human factors to enhance security environment via training staff. Cradle Assuring security over the life cycle of a system Grave

5 ICTD facing systemic challenges to project delivery Broad, co-ordinated reform including changes to the business model required Multiple, uncoordinated entry points for demand Primarily reactive business engagement Immature and inconsistent demand management Poor long term view of demand Demand exceeds supply Limited strategic and operational forward planning, leading to unclear priorities Activities drip fed to ICTD Inconsistent processes and shortage of expertise in project delivery Business pursues own IT solutions Too much sustainment activity CIOG often not involved Fragmented applications architecture Customers dissatisfied Projects dragging on Centralisation of project execution authorities Executive lose confidence Unfinished, de-scoped and non-fit for purpose projects Delivery and enabling resources spread too thin Too many small, tactical projects at short notice Governance and delivery processes overwhelmed Project failure/challenges Not positioned to engage industry effectively CIOG retains integration risk Heavy reliance on PSPs and tactical use of vendors

6 A set of objectives and key success factors were defined to address specific systemic challenges Business model implementation objectives Key success factors Implement an efficient organisation structure consistent with the new ICTD Business model Separate focus on major projects and sustainment, builds key enabling functions Efficient management structures and resources allocated in line with priorities Assign the right people to the right roles while maintaining staff engagement EL2s empowered to deliver the change Staff are motivated, treated with respect throughout transition Build high performing leadership teams at the Division and Branch level Effective behaviours established Clear understanding of individual and shared accountabilities Active leadership of FASICTD Chair key workshops Invest time to be across the content Enforce participation and adherence to the implementation process ICTD senior leadership team are partners in implementation effort Adopt Division-wide rather than silo mentality Regularly communicate to all staff why the change is important, and how it is progressing Emphasise criticality to ICT Reform and SRP, and alignment with personal objectives and goals for ICTD Branch Heads to play an active role Keep the rest of the CIOG Executive appropriately informed on progress

7 Developed new ICTD business model in Phase 1, with a clear split of project delivery and sustainment Source: Business model implementation project plan and detailed methodology (ADR Phase 2, Deliverable 1), 2 July 2010

8 The Business Model implementation achieved significant outcomes through a fair, principle-based process Sustainment and projects were split Two Branch Heads dedicated to Project Delivery One Branch Head dedicated to Sustainment Enabling functions were defined to provide support through the full lifecycle Emphasis on maturing and professionalising both functions and staff Individual and shared accountabilities were implemented across all ICTD Branches and Directorates Role mandates were developed and agreed for all roles from Division Head down to Directors Operating models were drafted down to the Directorate level Clarifying inputs and outputs in a manner consistent with the broader CIOG operating model Organisational structures were streamlined, resulting in Improved balance across the Branch Heads Flatter structures with fewer staff layers Source: ADR Team analysis

9 Applications Managed Services Panel to be established to support the delivery of ICT Reform Context ICT Reform is increasing the demand on CIOG for ICT applications and systems integration service CIOG s current ability to meet upcoming demand is constrained by ineffective use of industry, which is characterised by: Small and inconsistent engagements with multiple providers, often through tactical relationships that do not encourage partnership or risk sharing High transaction costs and relatively slow industry engagement Extensive use of contractors and PSPs who have limited accountability Accordingly, the CIOG Executive has endorsed a new approach to industry engagement through the establishment of a Panel for ICT applications and systems integration services Objectives of strategic applications panel Increased capacity to meet forecast ICT applications development and sustainment demand Whilst retaining discretion to take work elsewhere Faster speed to market and lower transactional costs Introduction and consistent use of commercial best practices leading to better commercial outcomes Ability to share commercial risk for delivery of ICT applications services and use incentives to drive performance Strong central governance of commercial terms to ensure compliance and consistency Closer relationships with vendors to deliver better ICT outcomes More effective working relationships with vendors across the portfolio Improved industry domain knowledge of Defence, leading to better project outcomes

10 Applications Managed Services Panel to be established to support delivery of ICT Reform within ICTDD CIOG Executive has agreed to establish a strategic applications panel to support the delivery of the significant development activity driven by ICT Reform This panel strategy outlines the recommended approach in terms of the key design criteria for the panel: Panel scope should be defined broadly in terms of applications services to maximise flexibility Panel structure should be fixed to a small number of generalist members to maximise upfront contestability, without unduly constraining future capacity, or limiting the ability to add vendors in certain circumstances Relationships at the portfolio level should be managed through a high touch, but simple to administer performance regime using a balanced scorecard, complementing day-to-day operational management Work orders should be relatively standardised, to ensure consistency and protect commercial outcomes Central governance and commercial support should be provided to project teams and sustainment areas by the Applications Vendor Management directorate

11 Support will be required across broad range of application services types Strategy and planning services Applications projects Applications sustainment Defining application architecture strategy and plans Technology feasibility studies and proof-of concepts Project implementation studies and cost/risk assessments Source: ADR project team analysis Requirements definition and business engagement Solution design Detailed technical design Development and unit/integration testing Training and implementation support Business process reengineering Level 1 support Escalated support (level 2 and 3) Operations and maintenance (including upgrades) Minor changes, configuration and enhancements