The Defence Business Reference Architecture

Contents

•How the business reference architecture development started•The intent and challenges behind its development•How it is being used•further development it•Questions


The Origins

•Associate Secretary (COO) requested the formation of a Focus Group to prepare a Defence Business Reference Architecture Model (DBRAM) as available materials were not seen as facilitating clear discussion at the most senior ranks.•Initial drafts of the DBRAM were presented in mid December and continued development work approved.•First Principles Review team – were briefed and adopted the DBRAM as their reference model.


The Intent•Provide a ‘model’ of all of Defence’s major elements and the complex relationships and interdependencies•Existing models were seen as having limited value:

– Organisation based models were seen as too dynamic and fostering capability duplication;

– Functional models were seen as not sufficiently separated from the organisational model; and

– Models were seen as focused on the modellers and not on communication to the seniors.

•The concept of a Capability based model was chosen as it provides a relatively stable base and to foster thinking about what not who and how.•As a result a Domain capability framework was selected with these characteristics:

– Capability based;

– Organisation Agnostic; and

– Delivery Method Agnostic.


Why Domains & Capabilities?•An organisational chart…

– makes the ‘who’ obvious, but not the ‘what’,– is ‘politically sensitive’ and dynamic,– can conceal capability gaps and duplication across the

organisation,– may change too frequently, and– usually excludes contracted and outsourced services.

•A domain and capability model…– enables distributed services to be specified in one place,– captures all capabilities (including those outsourced), and– provides a good level to link to business flows, processes,

services.


The Challenge is•There is a vast array of relevant information:

– earlier architecture resources at multiple levels;– key policy, doctrine and legislation and changes;– reviews of defence with at times conflicting perspectives;– data and information that was found in pockets of the

department; much was of relatively poor quality;– an absence of quality information about interdependencies;

and– new initiatives and direction - these were either in-flight or

planned.•So this had all the hall marks of a wicked big data problem and we limited space to work with and yet make sense of the above collections.


The Basic Concept•Decompose the Department into Domains

– a ‘domain’ is equivalent to a major business element– e.g. “the People domain” or “the Force Design domain”

•Identify Business/Military Capabilities within each Domain– based on the common business language of the domain– e.g. a “People domain” might contain capabilities such as

“Performance Management” or “Separation Management”

•Include ‘Core Business’ Domains– depicted as a value chain/s so that Defence outputs as visible– important for understanding where and how the core business

depends on corporate or ‘enabling’ domains


Current State•A working draft has been evolved based on domains and capabilities:

– to proof of the model concept; – to facilitate conversations with service leaders about the

structure and services they provide and consume; – to facilitate conversations with Group Heads about the

structure and services they provide; and– to prove the viability of overlays on this structure.

•Feedback and discussion has indicated that the model concept is achieving the goals


Current Model


Military andIntelligence

Corporate Health Logistics Information Management

Procurement & Finance Legal Security Facilities & Estate ICT

Military OperationsThe Force‐in‐BeingForce GenerationForce DevelopmentForce Design

CyberIntelligenceGeospatial and METOC

Departmental Strategy, Planning & Governance

Science & Technology

Corporate & Enabling Services Integration

People

Integration Strategy & Planning

Architecture Technology

Analytics Engineering

Business Intelligence

Enterprise Information Manageme

nt

Access, Search & Delivery

Enterprise Content

Management

Information Asset

Management

IM Strategy, Architecture

& Governance

Air and Space

Joint/Allied/Coalition

Enablers

Defence PlanningDefence Strategy SustainRaise & Train

Australian Industry Foreign IndustryForeign Military

Capability Definition Requirement

OPERATIONAL FORCES



Maritime

Deployed Enablers

Logistic Planning

Logistic Policy & Processes

Logistic System Management

Personnel Support Services

Transport & Movements

Integration & configuration Management

Materiel Engineering & Maintenance

Supply Infrastructure Engineering & Maintenance

Policy, Governance & Audit Coordination

General Financial Transactions & Accounting

Treasury, Banking & Tax Budgeting & Financial Results Reporting

Shared Finance

Estate Management

Estate Planning Disposal Estate Operations

Property Management Services Environmental Services Deliver Infrastructure

Cyber SupportStrategic TheatreGeospatial Information ImageryMETOC

Policy &Strategy

MilitaryCommand

Enterprise Planning, Performance &

Risk

Financial Planning, Governance &

Reporting

InternalAudit

InspectorsGeneral

JudgeAdvocate

Land

Information Policy, Standards & Governance (SLAs Metrics)

Data‐Centric Capabilities Information Centric Capabilities

Govern Health Capabilities

Support Casualty Evacuation

Provide Hospital Care

Provide Primary Care

Provide Ancillary Care

Support Health Care

Provide Specialist Health Care Support health of the APS

Provide Legislative Support

Engage Legal Services

Provide Legal Advice

Provide Advocacy

Assist with Treaties

Psychiatric ?

Provide Legal Support

Vendor Management

Ministerial & Executive

Unit Management Unit Governance

Communication

Organisational Culture

Stakeholder Management

Physical SecurityInformation SecurityPersonnel Security

Security Governance

Security Monitoring and Response

Improvement

Manage Workforce Composition

Administer Workforce

Keep Workforce Current Pay and Conditions

Planning

Provide Post Employment Support

Manage Workforce Size

Manage Workforce Improvement

Manage Workforce Attendance

Manage Poor Performance

Manage Workplace Health and Safety

Australian Specialist Defence

Enterprise

Australian Small & Medium

Enterprise

AlliesDefence Industry

Commercial

Enterprise

Australian Specialist Defence

Enterprise

Australian Small & Medium

Enterprise

Australian Large

Multinational Enterprise

Multinational Enterprise Australian

Subsidiaries

Australian Large

Multinational Enterprise

Multinational Enterprise Australian

Subsidiaries

United States

United Kingdom

United States

United Kingdom Allies Defence

Industry

Commercial

Enterprise

Tactical Helicopter Operations

Reconnaissance

Surveillance

Rapid Environmental Assessment

Beach Survey

Coastal (Missile) Strike

Air Direction

Port Clearance

Route Survey

Seabed Search

Operations Support (Expedition Health)

Land Strike

Antisubmarine Warfare

Support to Government Agencies

Intelligence Collection

Intelligence Operations

Indications and Threat Warning

Meteorological and Oceanographic Support

Joint Fires

Clandestine Insertion / Extraction

Amphibious Operations Afloat FOB

Air Lift

Aeromedical Evacuation

Sustainment (ECSS)

Supply / Distribution

Air to Air Refuelling

Data IntegrationServices

RF & SATCOM Policy Management

Media Relations Policy Management

Data Security & Governance Policy

Management

UNCLASSIFIEDUNCLASSIFIED

29/10/2015 16:22

Defence Business Reference Architecture to enable a shared understanding of context and integration of Groups and Services across the portfolio.

Defence Business Architecture Focus Group

Defence Business Reference Architecture

Status

22nd September 2015

Draft for Discussion

Date Printed

Classification UNCLASSIFIED

LeadChris Rodrigues Macias (ASEAB) Contact Phil Sloper (consultant)

UNCLASSIFIED UNCLASSIFIEDUNCLASSIFIED

UNCLASSIFIEDUNCLASSIFIED UNCLASSIFIED UNCLASSIFIEDUNCLASSIFIED

Base View 0.4Version

Scrutineers Partners

Foreign OtherCoalition/Allied National Government Agencies Other Defence Portfolio

Foreign National Government Agencies Australian IndustryAustralian National Security Community

AuditorGeneral

Joint StandingCommittee

Departmentof Finance

Ombudsman Reviews, Royal Commissions, etc.

The Media The AustralianPublic

Attorney Generals’

Foreign Affairs & Trade

Border Protection

ASIO Australian Federal Police

Foreign Military Foreign Intelligence Agencies

Foreign Diplomatic Agencies

Foreign Civil Agencies

Allied Military Allied Intelligence Agencies

Allied Diplomatic Agencies

Allied Civil Agencies Militias & Paramilitary Organisations

Non‐Government Organisations

Local First Responders

Capability Development

Partners

Service Providers

Defence Community Organisation

Defence Housing Authority

Veterans’ Affairs

Australian Other



SenateEstimates

Customers / Owners

GovernmentNSC

Minister of Defence Minister’s Staff

DEFENCE BUSINESS REFERENCE

ARCHITECTURE

IntelligenceAssessments

3National Intelligence Products (DAP)

55 Obligations to Government

Statutory Reporting


International Engagement

4 Advice to Government:International and Security

StrategicAssessments

Force Structure Assessments

CapabilityPlan

CapabilityOptions

4 Advice to Government:Future Force Needs & Options

NavigationalCharts

SecurityVettingService

External Services

1 Joint Force Operations

2 Joint Force in Being Readiness Reporting

Date Updated

RUN ICT

ICT Governance & Assurance

Provision ICT

Provide Internet Connectivity

Enforce ICT Policy and Standards

Provide Disaster Recovery

Provide Telephony

Support ICT

ICT Incident management

ICT Problem management

Provide “Productivity Tools”/Desktop Tools

Provide Network Devices

Provide Defence Networks

Provide Business Continuity

Assure ICT Currency

Test and Apply Fixes

Test and Apply Upgrades

Renew ICT Infrastructure

Protect ICT Capability

Monitor ICT Currency

Keep Licences Current

Keep Support Agreements Current

Monitor ICT Performance

Support “Productivity Tool” Applications

Support Enterprise Applications

Define ICT Policy and Standards

Provide Military Deployed ICT

Monitor ICT Capacity

Manage RF Frequencies

Provide Desktops/Laptops/Tablets/Mobile Devices

Manage Changes to ICT Configuration

Provide Dev/Test Environments

Deploy Operation ICT

Deliver Operation ICT

Support Operation ICT

Retire Operational ICTProvide Device Connectivity

Provide External Network Connectivity

Support “Productivity Tools”

Assess ICT Compatibility

Monitor ICT Availability

Monitor ICT Usage

Plan Capacity

Assess ICT Change Impact

Manage ICT Configurable Items

Release into production Enterprise ICT Systems

Release into production Niche ICT Systems

Run Enterprise Systems

Run Niche Systems

Support Niche Applications

Manage Productivity Tool upgrades

Underpinning Model Concept


Model Overlays

Various overlays have been developed to verify and validate the model and also enhance the visual communication for the Senior Executive leadership group.

A few examples of overlay types follow…


With the As-Was Organisation Overlay










People






nt


Enterprise Content

Management

Information Asset

Management


& Governance

Air and Space


Enablers




OPERATIONAL FORCES



Maritime

Deployed Enablers

Logistic Planning











Shared Finance

Estate Management




Policy &Strategy

MilitaryCommand


Risk


Reporting

InternalAudit

InspectorsGeneral

JudgeAdvocate

Land








Support Health Care





Provide Advocacy


Psychiatric ?


Vendor Management



Communication




Security Governance


Improvement




Planning







OS/CDF

CASG

STRATEGY

COO

OS/CDF

VCDF

CASG

CASG

AIR FORCE

JOIN

T

ARMY

JOIN

T

NAVY

JOIN

T

JOIN

T

CFO

E&IG

NAVYARMY

AIR

FORCE

CIOG

CIOG

INDUSTR

Y

VCDF(JL

C)

ARMY

AIR FORCE

VCDF

CASG

DSVS

CIOG

E&IG

DSVS & A

SD

NAVY

AIR FORCE

JOIN

T

DPG

ARMY

E&IGJO

INT

NAVY

JHC

ARMY

AIR FO

RCE

Joint

E&IG

NAVY

VCDF(H

JE)

VCDF(H

JE)

RPDE

INDUSTRY

COO

VCDF

CFO AGO JOIN

T

HQJOC

NAVY ARMY AIR FORCE JOINT

DSTGRPDE INDUSTRY

INDUSTRY

INDUSTRY

OS/CDF

AIR FORCE

JOIN

T

NAVY

ARMY

AGO

AIR FORCE

JOIN

T

NAVY

ARMY

VCDFDIOASD

E&IGCIOG

DSTG

CIOG

E&IGDSTG

CASG CASG

NAVY JOINTARMY

AIRFORC

E

NAVY ARMY AIRFORCE JOINT NAVY ARMY

AIRFORC

EJOINT

DSTG

JOIN

T

LEGEND

Enablers

Defence Capability

Joint Operations

Direction Setting and

Contestability

Control

Enabler

Defence Capability (Acquire)

Joint Operations (Operate)

Direction Setting and Contestability

Control

Organisation Colour Legend

JOIN

T

AIR FO

RCE

NAVYARMY

CORPORATE

FINANCIA

L

SECURITY

OS/CDF

OS/CDF

VCDF / Joint

Navy

Army

Air Force

Corporate

Financial / Control

Security

INTELLIG

ENCE

Intelligence

RESEARCH

Research

CASG Capability

FPR Colour Legend

Enablers

Defence Capability

Joint Operations

Direction Setting and Contestability

Control

FPR Org View 0.3Version

DSTGDSTG

DLDIN

DUSTRY

CORP

NAVY

ARMY

AIR

FORCE

VCDF


29/10/2015 16:22




Status

22nd September 2015


Date Printed









AuditorGeneral







Border Protection











Partners

Service Providers



Veterans’ Affairs

Australian Other



SenateEstimates

Customers / Owners

GovernmentNSC



ARCHITECTURE




Statutory Reporting






CapabilityPlan

CapabilityOptions


NavigationalCharts


External Services



Date Updated

INDUSTRY

RUN ICT


Provision ICT

Support ICTAssure ICT Currency


With the Post FPR Organisation Overlay


Bodies of Knowledge within Domains










People






nt


Enterprise Content

Management

Information Asset

Management


& Governance

Air and Space


Enablers




OPERATIONAL FORCES



Maritime

Deployed Enablers

Logistic Planning











Shared Finance

Estate Management




Policy &Strategy

MilitaryCommand


Risk


Reporting

InternalAudit

InspectorsGeneral

JudgeAdvocate

Land








Support Health Care





Provide Advocacy


Psychiatric ?


Vendor Management



Communication




Security Governance


Improvement




Planning








29/10/2015 16:22




Status

22nd September 2015


Date Printed









AuditorGeneral







Border Protection











Partners

Service Providers



Veterans’ Affairs

Australian Other



SenateEstimates

Customers / Owners

GovernmentNSC



ARCHITECTURE




Statutory Reporting






CapabilityPlan

CapabilityOptions


NavigationalCharts


External Services



ADDP 2.0 Intelligence

APPD 00.1 Capstone / Executive SODIMAN Defence Investigation

Standards (DIS) Defence Strategy Framework

PMBOKBOK

PRINCE2BOK

PMBOKBOK

PRINCE2BOK

PMBOKBOK

PRINCE2BOK

Defence Capability Development Manual

(DCDM)

Defence Capability Lifecycle Development Manual

(DCDM)

Defence Capability Development Manual

(DCDM)

Defence Procurement Policy Manual (DPPM)



Defence Cost and Schedule Estimation (DEFCSEMAN)



Defence Minors Programs Manual (DEFMPMAN)

Defence Reliability and Maintenances Manual

(RAMMAN)

ADDP 7.0 Training

ADDP 7.0 Training

Defence Reliability and Maintenances Manual

(RAMMAN)

Defence Simulation Manual (SIMMAN)


NGABOK

ADDP 0.02 Preparedness and Mobilisation

Defence Explosive Regulation (eDEOP)

Defence Explosive Regulation (eDEOP)

ADDP 2.0 IntelligenceADDP 2.0 Intelligence

ADDP 0.01 Capstone

ADDP 3.0 Campaigns and Operations

ADDP 5.0 Joint Planning


ADDP 2.0 Personnel

ADF Pay and Conditions Manual

Permanent Force Pay Manual (ADFPAY)

HR BOKBOK

Defence Chaplaincy Manual (CHAPMAN)

Defence Casualty and Bereavement Manual

(DCBSM)

Defence Family Support Manual (DFSM)

Defence Honours and Awards Manuals (DHAM)

Defence Learning Manual (DLM)

Defence Workplace Relations Manual (DWRM)

Governance of Military Justice Training Manual

Military Personnel Policy Manual (MILPERSMAN)

Rationalised Training in Defence Procedures Manual

(RTDPM)

Defence Work Health and Safety Manual (WHS Manual)

Youth Policy Manual (YOUTHPOLMAN)

ADDP 7.0 Training

Australian Defence Force Service Police Manual

(SPMAN)

Defence Investigation Standards (DIS)

Intellectual Property Manual(IPMAN)

Military Discipline LawADFP 6.1.1

Australian Military Law

Geneva Convention BOK

Australian LawBOK

International LawBOK

Australian Maritime Jurisdiction ADFP 6.1.2

ADDP 1.0 Personnel (1.2 Health Support)

Defence Radiation Safety Manual (DRSM)

Health Manuals (HLTHMAN)

Defence Radiation Safety Manual (DRSM)

Australian Institute of Architects

BOK

Defence Training Area Management Manual

Infrastructure Management

Defence Web Estate Manual

ADF Writing Manual

Building Regulations

Defence Evaluation Manual

ADFP 6.1.4 Administrative Enquiries Manual

Philanthropic Manual (PHILMAN)

Defence Assistance to Civil Community (DACC)

Defence Diplomacy Manual

Defence Operations ManualOPSMAN1

Protective Security Policy Framework (PSPF)

Australian Information Security Manual (ISM)

Defence Security Manual (DSM)

Communications SecurityCOMSEC

BOK

ADDP 4.0 Defence Logistical

Defence Logistics Manual (DEFLOGMAN)

Electronic Supply Chain Manual (ESCM)

Technical Regulations Material Manuals (TRAMM)

Log Supp Analysis Record Reqts for the ADO(DEFAUST 5692)

Defence Road Transport Manual(DRTM)

Explosive Regulations (eDEOP 101)

Handbook International Logistics (HIL)

Defence Reliability Availability Maintenance

Manual (RAMMAN)

Life Cycle Costing Analysis (TLSMAN)

ADF Ration Scales and Scales of Issue (SUPMAN 4)

APPD x.x

Xxxxxxx manual

Defence Doctrine

Defence Manuals

xx BOKBOK

Xxxxxxx manual Government Manuals

Bodies of Knowledge

Legend

ADDP 6.0 Comms and Information Systems

Records Management Policy Manual (RECMAN)

IMBOKBOK

DMBOKBOK

ADDP 6.0 Comms and Information Systems

ITILBOK

PMBOKBOK

COBITBOK

Civil Engineering BOK BOK

Health Care BOKsBOK

Security Risk Management BOK

BOK

Body of Knowledge Law (BoKL)

BOK

Defence Capability Development Handbook

(DCDH)

Capital Equipments Procurement Manual

(CEPMAN)

Geographical Information Science and Technology

(GIST) BOKBOK

International Information Systems Security Certification Consortium (ICS) 2 BOKBOK

Bodies of Knowledge Overlay

Date Updated

Public Governance Performance Act (PGPA)

Finance Manuals (FINMAN 1-5)

Defence Cost and Schedule Estimation Manual

(DEFCSEMAN)

Task Cards (DPC, DTC and CMS)

Defence Fringe Benefits Manual (FBTMAN)

Private Financing Manual (PRIVFINMAN)

Australian Accounting Standards Board (AASB)

BOK

International Financial Reporting Standards (IFRS)

RUN ICT


Provision ICT

Support ICTAssure ICT Currency


Business Flow - Concept


DBRA - Framework


Processes are used to validate and confirm services initially but

through the top level process capture can assist in development

of business simulation later .




Enterprise

Domain

Capabilities

Services

Processes Resources

Activities

Tasks

•People

•Platforms

•Information Systems

•Service providers

•Equipment (Materiel)

•Supplies & Services

•Funding

Level 0

Level 1

Level 2

Level 3

Level 0

Level 1

Level 2

Level 3







Function

Business Flow Mapping - High Level


Clearance Processes’ OutcomesClearance ProcessesClearance Process Initiation

nnn

88

nnn

RFC

37,688

28,662 Initial or Upgraded Clearance Granted

50%

50%

50%

Baseline: 83/42/0NV1: 735/3,094/1

NV2: 1,182/3,576/1

PV: 332/223/0

95% unknown

95% unknown

95% unknown

95% unknown50%

RecommendDeny/Revoke: 47

RecommendRevoke: 1

Cancelled: 117

Referred: 26

42,473

2 - Reinstate Clearance

3 - Recognise External Clearance

1 - Initial or Upgrade Clearance

4 - Change of Circumstances

7 - Review for Cause

5 - Provisional Clearance

5 a - Temporary Clearance

8 - Revalidate / Re-Evaluate

nnn

nnn

nnn

Cancelled: 2,332

Deny

RecommendRevoke : 2

Reinstated : nnn

Recognised : nnn

Out of renewal Period : nnn

Cannot be Recognised : nnn

nnn

nnn

Ad Hoc Referrals

6 - Cease Clearance ????

7 – Review for Cause

8 – Revalidation and Re-Evaluation

6 – Cease Clearance

5a – Temporary Clearance

5 – Provisional Clearance

4 – Change of Circumstances

3 – Recognise External Clearance

2 – Reinstate Clearance

6,935 clearances were Continued unchanged after a Change of Circumstances

Returned: 25

Total into Procedural Fairness : 66

24 Clearances were Granted or Continued after PF Review

15 Appeals of which all 15 were overturned (not sure what this means)24 Clearances Denied, Revoked or Downgraded After PF review

50%

20%

20%

10%

9 – Procedural Fairness

50%

50%

50%

Baseline: 5,486/13,921/3

NV1: 5,482/11,769/5

NV2: 3427/2,497/4

PV: 400/475/4

95% unknown

95% unknown

95% unknown

95% unknown

Cancelled: 14,795

50%

1 – Initial or Upgrade of Clearance

Cancelled: 36

B’line: 3/2/14(3)

NV1: 11/2/14(10)

NV2: 12/0/9(3)

PV: 10/2/10(9)

nnn Reinstated (figures not provided)

RecommendDeny: 16

nnn External Recognised (figures not provided)

nnn Provisional Clearances were granted (figures not provided)

nnn Temporary Clearances were granted (figures not provided)

6 clearances were Continued unchanged after a Review for Cause

nnn Temporary Clearances were not approved (figures not provided)

7,044 Clearances were Continued unchanged after a Revalidation or Re-Evaluation

nnn Clearances were ceased upon request

B’line: 26/7,262/1(5)

NV1: 65/12,688/(12)

NV2: 18/5,072/(5)

PV: 8/1,463/(4)

95% Target Time*SLA)

Positive Total

0 1 2 3 Months

Approx Duration Scale

nnn

Baseline

Neg Vett 1

Neg Vett 1

Pos Vett

Baseline: nn/nn/nnNV1: nn/nn/nnNV2: nn/nn/nn

PV: nn/nn/nn

Cancelled by levelPositive by level

Adverse by level

Input

Transferred

Positive Outcome

Adverse Outcome

Cancelled Total

Upset Clearance Subjects

Happy Clearance Subjects

Average Elapse Time (from actuals)

95% Elapse Time (estimate)

PROCESS NAME

Legend

Based upon figures provided in Oct 2105 by Core Vetting showing FY 14-15 Volumes

Positive Total

Adverse Total

Business Flow Mapping - Low Level


`



Defence Business Process Investigation

Initial Draft for DiscussionVersion 0.4 Status

DomainCapabilityProcess

SecurityVett and Clear PeopleConduct Initial Security Clearance

UNCLASSIFIEDClassification

Security Officer

Clearance Subject

Clearance Management Centre

Monitor

Control

Sponsor

Assessment Officer

2 - Reinstate an Pervious Clearance

PriorClearance

Found

Inside Reinstatement

Period

No PSF Found

0

Initial

Yes Yes

No

Start

Do we notify the Client ?

Criteria

Yes

Initial

Outside Time Limit

CoC Already Submitted

Submit Change of Circumstanced

CoC

CoC Finalised

Wait

No

CoC Adverse

Adverse CoC

Initial

Yes COC OKInterview Required

Interview Subject Interview ReportSchedule Interview

Agree Interview Attend Interview

Adverse Report

1 -Initial

Reinstate Clearance Notify

Receive Notification

Receive Notification

Interview Requested

Why is a Change of Circumstances Mandatory ?

Circumstances may not have changed ?

Adverse findings are dealt with in CoC process.

Should not get here

Interview Required

No Interview

Seek advice from sponsor

Advise to continue or

close

Adverse

Forward request to Initial/Upgrade

Stop

Stop

Interview Conducted

Sponsor Contacted

Reinstatement Notification

Moments of Interaction

Customer / Client Line of Visibility

Services from external Organisations

Process Monitoring and Guidance

CoC

eee e e

Interaction Methods

Mail

eemail

Electronic Document

Hard Copy Document

Voice Communication

Computer System

Document

e Doc

In Person

Process Notation

0

Activities / Tasks

Binary Decision

Process and/or Information Flow

Connector within process

Connector to another Process

QueueQUEUE

STOP Stop Process

Level Of Clearance

PV

NV2PV

NV1NV2PV

BaselineNV1NV2PV All (BL,NV1,NV2 & PV)

NV1,NV2 & PV OnlyNV2 & PV OnlyPV Only

Assessment Tags

LawLaw Mandated By Law

Mandated By Policy`

Stressed Staff Area

Possible Issue

Time Consuming or Unreasonable Wait

Opportunity

Investigation Suggested

Policy

Any interview should occur in CoC?

What is the need for this interview

Benefits being gained•Business Alignment

– By translating business goals into a clear set of operational implications, business architecture ensures that resulting change initiatives can be traced back directly to the desired objectives.

•Strategy Execution– Business architecture model pinpoints the changes needed to

people, process, and technology in order to realise strategic objectives (shown via FPR Implementation support).

•Portfolio Rationalisation– Business architecture enables the identification of redundant

or overlapping projects or processes by linking them to a common set of Defence business capabilities.


Benefits being gained •Providing Context

– a common response that has been received from many domain meetings and from project staff is that this provides them with a context which supports their tasks.

•Support new service models implementation– Currently engaged with Security, People, Capability Life Cycle

streams (within FPR Implementation) but also engaged in other discussions.

•Performance insight– The Model is enabling Business Process Mapping, Re-Design and

Simulation using time, FTE, and activity constrain perspectives. This helps customer centricity and efficiency targets to be set with credibility and through engaging business units to test candidate options. (they also get the component model to use to manage the business).


The Defence Business Reference Architecture - MilCIS … · •How the business reference...

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