The ICT Transformation Challenge for a Transformed

MODJohn Taylor

Chief Information Officer

1

The Defence Information Vision

Agile exploitation of our information capabilities to improve effectiveness and efficiency on operations and in support areas through access to, and sharing of timely, accurate and trusted information.

MODIS 2011

ICT is Central to MOD Missions

The Current Defence ICT Environment

ICT is constraining Operational and Corporate activity

• Lack of flexibility to meet user demands.• Slow introduction and adoption of new technology.• Limited interoperability and opportunities for collaboration.

Budgets are significantly reduced

• Existing programme and project budgets have been continually and significantly reduced.• Forcing a focus on rationalisation and continuity of service.

Uncertain and changing environment

• Fractured ICT ownership with limited governance.• Transition risk resulting from the Cabinet Office direction to move from large prime to smaller multi-vendor services.• ICT suitably qualified and experienced resources, and rapid market innovation.• Increased Cyber Security threat.

Wider ICT Environment

• Social Media • Engagement• Productivity• Cloud and Crowd Sourcing• IP Telephony – Ubiquitous Connectivity• Cost Reduction• Big Data• Mobility• Consumerisation

MOD’s response - Information Operating Model

•Defence wide Information Strategy and Policy•Defence wide Information Coherence (CTO) •Defence Wide Information Risk and Assurance •Delivery Sponsorship accountability for common Defence projects (e.g. Crypto, DCNS, DII)

•Delivery Sponsorship accountability for Corporate and X Govt projects (e.g. CSSCP)

Fu

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s

•2 Star CIO reporting to DG T and CS•One 1 star post being established for each function (above)

•CTO Post set up as a dual report between CIO and JFC

Org

CIO

•CDI is DA for C4ISR on behalf of Com JFC•There are 3 key 1 star roles which comprise the Defence Authority for C4ISR, each reporting to different 2 stars (Dir Cap, CIO, DCI3)

- HOC C4ISR (capability planning and sub-portfolio management)

- CTO (C4ISR coherence)- C4ISR Joint User

JFC – Defence Authority for C4ISR

• Capability Planning• Capability Sub Portfolio Management • C4ISR coherence• Develop and Operate • Joint User for C4ISR

ISS & ISTAR: Information Systems Acquisition and Operations

FLCs/TLBs: Capability Delivery, Integration and Generation (via SRO Role)

Fu

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IOM - the opportunities

• Government ICT mechanisms– Enterprise scales of economy– Pan-Government solutions and frameworks– Modern policies

• Defence Authorities for C4ISR and Cyber– Advocacy and championship– Focused capability planning– Needs, priorities and beneficial outcomes identified– Information and ICT coherence driven– Assurance

• MOD Enterprise Architecture Leadership– Including SOSA

• A Defence ‘Coherence Community’

The ‘Coherence Community’ – A Virtual CTO Team

NCA NTA NOA

SharedpipelineSharedpipeline

SharedartefactsShared

artefacts

JSA DCADSFJIG

DSASEG

SOSA

Defence 10-Point Plan Approach

Increased ProductivityIncreased

Productivity

Services AnywhereServices

Anywhere

Dynamic Interoperability

Dynamic Interoperability

Increased Information

Management & Exploitation

Increased Information

Management & Exploitation

Strategic Sourcing for ICT Services

Strategic Sourcing for ICT Services

Strengthen Cyber Security

Strengthen Cyber Security

Identify MOD Personas

Identify MOD Personas

Improve Enterprise Architecture

Improve Enterprise Architecture

Strengthen WorkforceStrengthen Workforce

Enable Agile ICT Delivery

Enable Agile ICT Delivery

Strengthen ICT Governance

Strengthen ICT Governance

Optimise Enterprise Networks

Optimise Enterprise Networks

Deliver MOD Enterprise Cloud

Deliver MOD Enterprise Cloud

Standardise and Simplify ICT Platforms

Standardise and Simplify ICT Platforms

Desired Operational and Corporate User Experience

Increased Productivity

Services Anywhere

Dynamic Interoperability

Increased Information

Management and Exploitation

Reduced Logon and application access times

(Fixed and Deployed)

Wireless access from home & mobile access

points

Access to email, Calendar & Common Working Environment from range of devices

CYOD (Limited Community)

Increased information access and sharing with OGDs, NATO, Industry

and Allies

Single and unified Identity Management

and Access across MOD

Cloud Integration and Big Data

MOD Social Media

Wireless access (incl Secure) from MOD Sites

Single Sign-On and secure trusted cloud

access

Dynamic use of ICT between the MOD and

wider-Government

CYOD (Full Community)

Easy and quick access to approved MOD & x-

Gov. applications – COTS Configured

Enhance collaborative working direct from

device

Access to MOD Social Media, New, LOB and HR applications from a

range of services

Access to range of services from deployed

environment using a range of devices

CONSOLIDATE INFRASTRUCTURE

STREAMLINE PROCESSES

STRENGTHEN WORKFORCE

MOD ICT Transformation

1. Consolidate Enterprise Networks

2. Deliver MOD Enterprise Cloud

3. Standardise & Simplify ICT Platforms

10. Modernise ICT Guidance & Training

4. Enable Agile ICT Procurement & Delivery

5. Strengthen ICT Governance

6. Strategic Sourcing for ICT Commodities

7. Strengthen Cyber Security

8. Identify MOD Personas (User Segmentation)

9. Improve Enterprise Architecture Effectiveness

Defence ICT Transformation Blueprint

Department of State Military

OFFICIAL SECRET TS

Enterprise CloudHosting Environment

Deployed Cloud

Commercial satellite

Military satellite

Public Switched Network Deployed

Mobile Network

Unified Comms

Data CentresUnified comms

Internet & OGD Gateways

IdAMDeployed

trusted commsCYOD

International gateways

Fixed mobile convergence

Increased Productivity

Services Anywhere

Dynamic Interoperability

Increased Information

Management & Exploitation

Providing a flexible and modern user experience…

By equipping the ICT workforce and governing the Defence ICT environment…

To deliver an integrated and evolving architecture…

Defence ICT Transformation

Team

Defence ICT Transformation

ISS ICT Transformation

ReconfiguredICT Equipment Plan

ICT Resources and Skills

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Considered

•DCNS (inc. GRAPEVINE and EMPORIUM)•DII (Current)•DFTS

Development of the 10-Point Plan – Scope

Aware of but not included in plan

•CSSP •ECIP •LogNEC•Above SECRET•FLC ICT•TLB ICT•Falcon•LE TacCIS•Platform Integration•BLOS•EMBRACE

Department of State Military

OFFICIAL SECRET TS

Enterprise CloudHosting Environment

Deployed Cloud

Commercial Satellite

Military Satellite

Public Switched Network Deployed Mobile

Network

Unified Comms

Data CentresUnified Comms

Internet & OGD Gateways

IdAMDeployed trusted

CommsCYOD

Allies Gateway

Fixed Mobile Convergence

The proposed ICT Transformation plan was limited in scope to the core services provided by the current DII and DFTS contracts, plus EMBRACE. A portfolio approach across all ICT programmes and projects will drive efficiencies and greater E2E coherence.

10

Defence ICT Transformation Indicative Plan Activities to achieve the desired user experience and transition to a more efficient and agile ICT environment

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Establish the MOD ICT Transformation ProgrammeEstablish a central control of the E2E Lifecycle to drive ICT Transformation through a single ICT Portfolio across Defence

TRANSFORMING DEFENCE

GOVERNANCE & LEADERSHIP

TRANSFORMING ICT

TEAM FUNCTIONS

E2E Lifecycle Coherence

•Strategy & Policy•Capability Planning•Capability Delivery•Capability Generation•User•Operations / Live Service

ICTDESIGN

AUTHORITY(CIO, CTO)

ICT PORTFOLIO MANAGEMENT (DAC4ISR, ISS)

DCNS

Defence Transformation BoardDefence Board

Department of State

PUS, CIO, DISS, DC4ISR,

DCI3

PORTFOLIO ASSURANCE

DII TLBs ICT FLCs ICT …DFTS

COHERENT ICT PORTFOLIO ICT Programmes & Projects

Defence Operating Board (Transformation)

ICT PROFESSION Culture,

People and Skills(CIO)

DIRECTION & DECISION TAKING

COMMS & ENABLING FUNCTIONS

JFC (Transformation)

ICT

Tra

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atio

n

Po

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lio E

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y

Governance

• Chaired by PUS and Com JFC - endorse MOD ICT Transformation and the establishment of the Team to develop and embed the mandate (under IB Leadership).

Defence Information Board

•Scope of the initial portfolio (ECIP, BLOS etc.).•Approach to Cloud (e.g. Cloud first). •Approach for Grapevine 2 & Emporium (Stop, Start, Continue).•Establish MOD ICT Design Authority.•Sentence key requirements.•Decision on a “build it and they will come “ approach and the approval implications.•Appoint ICT Career Champion.•Policy agreement that MOD organisations will align to market ICT operating models. (e.g. SIAM).

CIO D ISSDAfC4ISR DCI3

Initial ActionsInitial Actions

Grapevine 2 Impact of Carrier Enabled Power Projection

Department of StateMilitary

OFFICIAL SECRET TS

Enterprise Cloud

Hosting EnvironmentDeployed Cloud

Commercial Satellite

Military Satellite

Public ServicesNetwork Deployed Mobile

Network

Unified Comms

Data Centre’sUnified Comms

Internet & OGD Gateways

IdAMDeployed trusted

CommsCYOD

Allies Gateway

Fixed Mobile Convergence

Recce

Air TaskingBattle Group

JCHAT TIC

C2

Surveillance

Surveillance Product

GV2

Changes to the networking (Wan & LAN) and gateway components being contracted by the Grapevine 2 project will have a significant impact on MOD’s ability to provided C2 and ISTAR capabilities.

Defence ICT Strategy – Key Messages (1 of 2)

• User-centricity - ICT that enables rather than constrains the User in achieving their output

• This does not equate with demand for modern technology for the sake of it - investment MUST be better linked to benefits

• Need much clearer expressions of user need and expected benefit (over time), supported by consistent use of effective business and information architectures

• Cannot ignore security, given compelling evidence of the cyber threat, but better articulation of need and benefit should enable ICT providers to strike a better balance between security and utility, leveraging recent policy shifts to the full

• Need to depend less on boundary protection for our Cyber defences and invest more in 'deeper' defences such as pattern analyses

• Need to act more robustly against poor IA practices, including use of 'shadow technologies'

• Poor utilisation of current investments needs to be addressed, through up-skilling, process improvement and technology configuration

Defence ICT Strategy – Key Messages (2 of 2)

• Better visibility/awareness of the ICT landscape, to promote re-use and consistent practice and to minimise additional ICT (and its associated complexity)

• Need to adjust planned investments to spend proportionally less on networks and infrastructure and more on 'value adding' applications and services

• Need to invest in essential enablers which do not come directly from statements of user need (e.g. identity and access management, PKI, ESB)

• Need to maintain as close a match to 'vanilla COTS' as is possible, as 'bespoke investments' increase complexity and cost, and potentially limit utility and benefit realisation.

• Every subsequent refresh or update of 'bespoke investments' is less agile and more costly than 'vanilla COTS' equivalents

• Need to commoditise wherever possible, to reduce cost and to increase agility

• Need to match supply with demand, turning services on and off as required to increase efficiency and green credentials

• ICT Transformation Strategy - Consolidate Infrastructure

- Streamline Processes

- Strengthen Workforce

• Requires Partnerships Across MOD to achieve - Improved mission effectiveness and user satisfaction

- Reduced costs

- Improved Cyber security and interoperability

- Agile, faster and responsive delivery of ICT capabilities

Enabling Agile, Secure, Efficient and Effective MOD ICT

Executive Summary - Proactive Partnerships for MOD ICT Transformation

THE INFORMATION CHALLENGESTACKLED THROUGH SIMPLIFICATION

QUESTIONS?