Department National Defence (DND) Defence Renewal

Transcription

1 Department National Defence (DND) Defence Renewal Defence Business Management Capability Transformation (DBMCT) Proof of Concept (POC)

2 Agenda Background Outcomes, Objectives, Contributors POC Scenario Overview POC Approach Environment Overview Scenario Walkthrough Observations / Key Enablers 2

3 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 DBM Enterprise Capabilities Business Requirements Definition and Prioritization Business Policy Formulation and Integration Business Cyber Security Education and Training Business Intelligence / Analytics Enterprise Architecture Business Systems Integration Change Management Business Design Modeling and Simulation Governance and Accountability 4

5 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 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. Technology and innovation will be embraced and used in ways that support, reinforce and enable process improvements A culture of continuous improvement and renewal will be instilled and accepted as a permanent feature of the defence business 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. 5

6 Proof of Concept All effort aligned with Defence Outcomes Enterprise approach to business management Continuous Optimization Culture Embedded Education and Training On-going Education and Learning Source: Carnegie Mellon Maturity Model (tailored) Defined, cross-functional oversight Local decision-making based on plans & strategy Horizontal Accountability Cross-functional decision-making Constant oversight and active adjustment Whole of Defence perspective Programme Governance Functionally-focused Decision-Making Limited / disparate BI&A services Cross-functionality articulated Common / Shared approach to BI&A Horizontally Integrated Application integration with BI&A Decision-Making based on agile foundation Advanced analytics and optimization Work Environment Ad Hoc solutions Business models not defined Informal (Un-defined) Disparate, On-demand Data activities Local operational business models Functional (Siloed) Focused approach to Data Integration End-to-end business model defined Architected (Defined) Integrated Data and Stewardship Operating in end-to-end business model Managed (Integrated) Consistent use of Trusted Information Business adapts Strategically Agile (Optimized) Architecture Business not sufficiently defined and documented Repeatable business process defined and documented Constant attention to business architecture, documentation, standardization and integration Monitor and control business through data collection and analysis Business constantly improved to better serve Defence Team needs Support Business Improve Business Optimize Business What did we do? How are we doing? What should we be doing? Functional Level Cross-Functional Level Enterprise Level 6

7 Enterprise Architecture Enterprise Architecture Context Defence Strategy (StratV) Readiness Targets PMF ARA Performance Objectives PAA Defence Business Model Core Business Processes Business Architecture (OV) Informs Information Architecture Application Architecture Security Architecture Technology Architecture DSC Perspective EPM Perspective 7

8 Architected Approach Exercise Defence Renewal Vision POC = Thin-Slice 8

9 Environment MS-Office Environment SAP BusinessObjects Suite SAP Enterprise Performance Strategy Management Crystal Dashboard Semantic Layer (Meta Data) OLAP Data Web Intelligence Analysis Data Explorer Web Services Universe Business Warehouse Business Planning and Consolidation (BPC) BW Security Services Data Integration Data Analysis Data Quality Data Masking Files Databases ERP Social Web Services 9

10 Scenario 10

11 RCN Business Use Cases 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 11

12 Model in Qualiware Operationalize in Business Systems SharePoint / Office Interface SAP SM SAP BPC SAP BI&A Enterprise Information SAP ECC PeopleSoft Other ERP s 12

13 13 DSC Context Program Alignment Architecture (PAA) ADM(Mat) DSC Transformation Architecture Project MEPM Strategic Initiatives (MSI) Framework to support governance, planning and decision-making by providing both financial and performance information Integrated Defence Environment (IDE) delivering the Value Chain Architecture, which is the backbone of all DSC activities Better deliver the naval products and services as part of materiel lifecycle programs for defence capability elements

14 DSC Architecture Strategic View PAA Guides DSC Logic Model Guides MA&S Outcomes PMF Performance Indicators Performance Data Sources Systems View - Data Performance data Value Chain KPIs Activities of Logic Model BI Extract Operational View Systems View - Applications Transaction 14

15 Frequency of Shortfall Readiness Index RCN Readiness FP&R CAF Force Structure Readiness Assessment Select Force Structure Adjust budget and risk confidence level FS0 FS1 Max Cap Reference Working Zero Risk Capped Budget Total Cost$418 or Lower At 75% confidence A 25% risk of Readiness falling below.53 Events Occurred Events Short of Resources a DefendCanada 00% 4b MAJAID 01% 5a/b/c IntlOpExtended 23% 1g NORAD 46% 3a TerroristAttack 00% Force Structure Cost by Period Median Risk Index by Period Period 1d ArcticResponse 45% Force Units Most Often Experiencing a Shortfall and Least Often Experiencing a Shortfall 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% UF49: Role 2 UF26: AEW (Airborne Early Warning) UF25: ACCE C2 Det (Command and Control) UF34: CC130 Hercules(T) UF45: Disaster Assistance Response Team (DART) UF31: TCR Det (Fighter Control Radar) UF48: Air Field Medical Station UF43: CBRN TF UF52: JTF2 TMS UF15: Air Defence Regiment Top Ten Shortfalls 0% 10% 20% 30% 40% 50% 60% 70% Bottom Ten Shortfalls UF24: Port Security Units UF22: Submarines UF20: Destroyers UF29: CC115 Buffalo/CC138 Twin Otter UF38: CP140 Aurora UF32: CH146 Griffon UF19: Frigates UF51: CBRN Patient Decontam Centre UF30: CC188 Hornet UF14: CBG TBG 0.0% 0.0% 0.0% 0.1% 0.1% 0.1% 1 Readiness

16 RCN Readiness FP&R Adopt a Single Business Model CTG: (POC Example) 2 x Halifax Class Frigates 1 x Iroquois Class Destroyer 1 x Protecteur Class Vessel 1 Readiness

17 POC Environment - Planning 17

18 RCN BP Initiation Single process & view 1 2 BP Initiation

19 RCN BP Planning Cont Track & Collaborate BP Planning

20 RCN BP Directive Connect and Record BP Directive

21 Environment - Managing 21

22 Semantic / Universe Concept Presentation Layer Semantic Layer (Universe) Business Subjects Logical Data Model Trusted Data Foundation 22

23 Financial Datamart 23

24 IV-1 Financial Subject 24

25 Financial Reporting Universe 25

26 Universe Data Layer of Design Service Models: Managed Reporting, Self-Serve, Data Svcs 26

27 Annual BP cycle RCN & MEPM Ops Plan HR Goal: Provide business planning direction to DGMEPM, trigger DGMEPM Operational plan adjustments as required and identify deltas and impact MEPM Ops

28 RCN Specific Fit for Mission FSC 1550 NSN Drone, Maritime Stock Location Month By Time, By Location By Location, By Time YTD Count by Location Explore inventory by NSN, by location, by time for Mission Fit Mission Fit

29 In-Year Program Performance Analyze & Measure Decide & Execute In Year Activity 8 29

30 Environment - Performance 30

31 RCN PMF Dashboard Review & Improve PMF Dashboard 31

32 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 32

33 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 33

34 DISCUSSION 34