Session Three: Defence Authority for C4ISR
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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
- 5. Defence Authority for C4ISR 5
- 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.
- 7. Defence Authority for C4ISR 7
- 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).
- 9. Defence Authority for C4ISR 9
- 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
- 16. Defence Authority for C4ISR 16 Doctrine & Concepts Enablers Input/ Output Devices Gateways Middleware Hosting Data Storage Networks Security Network Management Infrastructure
- 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
- 22. Defence Authority for C4ISR 26 End
- 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.