Australian Government
Department of Defence
DEFENCE INFORMATION AND
COMMUNICATIONS TECHNOLOGY
(ICT) STRATEGIC DIRECTION
2016-2020
August 2016
ICT STRATEGIC DIRECTION 2016-2020
Message from the
Chief Information Officer (CIO)
Defence is modernising its Information and
Communications Technology (ICT) to drive
operational superiority for the Australian Defence
Force (ADF) and improve effectiveness and
efficiency across the Defence enterprise.
across Defence, the focus on information, the
evolving technology landscape, and changes in
the way ICT services are delivered—to play our
part in delivering One Defence reforms, and the
2016 Defence White Paper.
The contribution ICT makes to Defence is becoming
increasingly critical—ICT helps to offset the
relatively small size of the ADF and enables a war
fighting advantage.
My priorities as CIO are to:
We are undertaking an information transformation,
and in partnership with the Services and Groups,
we are introducing significant new capabilities and
new ways of working.
This transformation will take us from an
infrastructure-centric approach to ICT, to an
information-centric approach. Through this
transformation we will deliver more effective
and responsive ICT to the Australian Defence
Organisation to enable Defence outcomes.
Defence has made progress since the 2009 ICT
Strategy, in particular through improvements to our
core ICT infrastructure. The 2009 ICT strategy now
needs updating to reflect the increased demands
2
•
Protect and secure Defence information and the
information environment, and provide Defence
with accurate information for decision-making
and military interoperability through reliable
enterprise-wide information management;
•
Develop and implement a road map to
standardise business processes, information
and their supporting applications to improve
Defence effectiveness and efficiency;
•
Manage and deliver reliable ICT services across
fixed, deployed, and mobile environments that
provide Defence an operational advantage
and enables integrated joint and combined
operations with global partners; and,
•
Secure and manage Defence ICT capabilities,
workforce, and resources for the future.
By focusing on these key areas, we will drive
significant improvements in the way Defence ICT
supports the Defence enterprise, and the ADF,
to deliver value to the taxpayer, and advantage
for Defence in fulfilling the mission set for it by
Government.
Dr Peter Lawrence Defence CIO
2016
ICT STRATEGIC DIRECTION 2016-2020
Contents
Introduction
Message from the CIO
2
Executive Summary
4
I. Defence Priorities
Information in the 21st century battlespace
6
The First Principles Review provides direction for ICT and information management
7
Supporting Service digitisation agendas
8
Strategic drivers shaping ICT
9
2. ICT Strategic Priorities
3. Implementation Approach
Accelerating technologies
10
Five core strategic planks required from ICT
11
Defence ICT vision, mission and scope
13
Defence ICT current state
14
Future state: the Single Information Environment
15
Strategic approach to implementation
17
New governance structure
18
Implementation 19
Investment20
Glossary and contacts
A fit-for-purpose workforce
21
Workforce capability and capacity gaps
22
Priority workforce interventions
23
Industry and the extended enterprise
24
Risks and mitigations
25
Conclusion from the CIO
26
Glossary and contacts
27
3
ICT STRATEGIC DIRECTION 2016-2020
Executive summary
The Defence ICT Vision and Mission outline how we will transform, in order to deliver what Defence needs from ICT to
achieve the missions set by Government.
Defence ICT Vision
A modern, secure, sustainable and
scalable information environment to
enable current and future military and
business operations.
Delivering ICT capabilities for Defence by:
• Working with stakeholders to shape business requirements and understand priorities;
• Partnering with industry to deliver outcomes; and
Defence
ICT Mission • Building the ICT organisation to shape and direct the future priorities.
The Vision and Mission for Defence ICT have shaped our Strategic Priorities, and Implementation Approach.
ICT Strategic Priorities
4
Implementation Approach
•
Lead Enterprise Information Management reform to ensure single source of
truth and enable information management.
•
Increased investment funding through the Defence Integrated Investment Program (DIIP) to
improve and remediate Defence ICT.
•
Implement contemporary cyber security capabilities to protect the flow of
information from threats.
•
•
Enable access to an increased quantity and quality of information from
greater numbers of fixed and mobile devices, operating at home and abroad
within the protection of the secure single information environment.
Whole-of-Defence implementation (capability and enterprise led) required through
appropriate governance arrangements to deliver on our strategy, in accord with the
Capability Lifecycle process.
•
Development of an ICT Strategic Planning Management Office that coordinates
whole-of-Defence ICT and informs decision making.
•
Deliver a single, modern ICT environment with simplified applications and
services that is interoperable across Defence and with other government
agencies, allies and partners.
•
Business-led adoption of standardised solutions, and exploration of the potential of new
technologies, in support of the Groups and Services in achieving capability outcomes.
•
Roll out a service delivery reform model, which meets One Defence
objectives of accountability, streamlining, and standardisation.
•
Ensuring the transition from an infrastructure focus to an information focus considers
security, reliability and interoperability.
•
Strengthen ICT governance and decision making to support the Defence
Integrated Investment Program.
•
A workforce strategy to address the development of an appropriately skilled workforce to
achieve strategic outcomes, including improved approaches to diversity and inclusion to
attract staff from a wider demography.
•
Implement new ways of working to deliver faster, more functional and cost
effective ICT capabilities and services to support business and military
operations.
•
Implement stronger and more strategic partnership with industry to ensure the realisation of
the strategic plan.
•
Consider innovation in accordance with Defence Industry Policy Statement (Innovation Hub).
Defence
Priorities
01
1
Defence Priorities
ICT STRATEGIC DIRECTION 2016-2020
Information is critical for joint operations,
and in the 21st century battlespace
Defence operations in the 21st century, and particularly joint operations, are
complex and highly reliant upon ICT. Increasingly, the focus is on ensuring
information management provides situational awareness and information
superiority essential to our war fighters. We must capitalise on this opportunity to
reform the way we think about information and support Defence in achieving its
operational and strategic imperatives.
The battlespace of the 21st century is more
complex than ever. Today, the domains of space
and cyberspace are increasingly important for the
successful execution of tasks set by Government
for delivery by Defence.
The protection of satellites and telecommunications
networks are now critically important challenges.
The Future Joint Operating Concept 2030 states:
“Technical networks (integrated communication
and information systems) offer to extend the joint
force’s interoperability with a wide range of other
organisations, formal and informal, providing access
to the resources and expertise needed to address
complex security challenges…
6
… Information will pervade the 2030 operating
environment. However, ‘understanding’, and
therefore knowledge, will be much less evenly
distributed. The ability to create a shared awareness
and understanding across the joint force as well as
within Defence’s military and civilian partners will
underpin operational success.”
The 2016 Defence White Paper states:
“The Government will make a significant new
investment in information management capabilities
to ensure that the right information is available to
Defence decision makers, at the right time. These
investments will ensure that our armed forces are
able to respond quickly to emerging threats, as well
as ensuring Defence’s business processes become
more effective and efficient.”
Defence Priorities
1
ICT STRATEGIC DIRECTION 2016-2020
The First Principles Review provides direction
for ICT and for information management
The First Principles Review provides clear direction for an effective Enterprise Information Management
(EIM) capability that delivers a warfighting advantage. The efforts underway to stabilise our ICT core will
provide the platform that will drive an information centric enterprise.
Information management is a critical enabler for One Defence. In the military environment,
information management must provide the war fighter with common battlespace
awareness and information superiority through integrated and interoperable information.
It underpins the next generation of Command, Control, Communications, Computers,
Intelligence, Surveillance and Reconnaissance (C4ISR) systems, and links sensors and
weapons platforms.
It is crucial to offset the relatively small size of the Australian Defence Force and enable a
competitive war fighting advantage over Australia’s adversaries.
Within the corporate arena, information management must enable the organisation to
make informed decisions, measure performance, provide timely, credible, traceable and
relevant management information, and support enterprise-wide business processes.
It must be underpinned by a trusted single source of enterprise-wide data, and to the
extent possible, common and standardised applications and infrastructure.
Source: First Principles Review, ‘Creating One Defence’, Corporate and Military Enabler, Recommendation #3
p47
7
1
Defence Priorities
ICT STRATEGIC DIRECTION 2016-2020
ICT priorities will be informed by
Capability Manager strategies and
Defence business requirements
To deliver advantage to a joint ADF, close collaboration is required between Vice Chief
of the Defence Force, Chief Joint Operations, those delivering ICT to enable C4ISR
integration, and in the design and operation of the joint battlespace environment.
Joint Operations for the 21st Century
8
“[Network centric warfare] seeks to provide the future
force with the ability to generate tempo, precision and
combat power through shared situational awareness,
clear procedures, and the information connectivity
needed to synchronise our actions to meet the
commander’s intent.”
Beersheba
Jericho
Pelorus
“As Plan Beersheba is
implemented, Army will take
significant steps to becoming
a digital, networked force…”
“… the Air Force of the future
will fight and win through
enhanced command and
control, information sharing
and decision superiority.”
“Through advanced warfighting
networks, the individual
strengths of diverse units will
combine to produce powerful
and flexible effects…”
F-35 capabilities enabled by ICT:
An example of the 5th generation ADF
The Australian F-35 program is introducing
the F-35 aircraft, which is a 5th generation air
combat capability.
The F-35 is an ‘information rich’ platform.
Realising its full capabilities requires it to be
integrated with Defence ICT infrastructure
and be interoperable with other platforms,
systems and sensors. Every flight captures
a substantial amount of mission information
which places significant new demands on
storage, processing and available bandwidth.
The F-35 Autonomic Logistics Information
System, as part of the support system, also
requires integration with other ADF and
global logistics support systems, requiring
multi-level security and connection to local
and global ICT networks and systems.
Defence Priorities
1
ICT STRATEGIC DIRECTION 2016-2020
Strategic drivers shaping the future direction for Defence ICT
There are many drivers that shape the strategic direction for Defence ICT
Strategic
drivers
impacting
Defence ICT
Service Orientation
Defence Strategic Direction
•
Defence is becoming more service focused.
•
Services that are aligned to business needs,
not technology outcomes.
•
Defending Australia and its national interests.
•
Self-reliance in direct defence of Australia.
•
Integration with coalition partners and allies.
•
Maintaining and building regional relationships.
•
Integration of enabling services.
•
Need to measure service performance with
appropriate metrics.
•
Through the Digital Transformation Office,
work on modernising service delivery in line
with the Digital Service Standard.
One Defence
•
Simplified governance arrangements.
•
Standardised business processes.
•
Considerable organisation reform.
Investment Profile
•
Enterprise Information Management.
•
Improved integrated planning.
•
Service Delivery Reform.
•
A significant pipeline of new ICT
investment projects to meet the pace of
global technology change.
•
Performance management and reporting.
•
Focus on culture and behaviours.
•
Need for tighter integration with other
components of major projects (i.e.
platforms and systems, infrastructure, other
Fundamental Input to Capability elements).
One
Defence
•
Reduced reliance on ‘big bang’ projects,
with increased focus on incremental delivery.
•
Integrated whole of capability lifecycle view
of ICT from needs to implementation and
operation.
Sustainment Requirements
•
Ensure reliability of support to operations.
•
Anticipate growing demand for services.
•
Prolonged under-investment in ICT resulted
in obsolete systems and technologies.
•
Effective and efficient management and acquittal
requests.
•
Proactive sustainment plans in place to minimise
future technical obsolescence.
9
1
Defence Priorities
ICT STRATEGIC DIRECTION 2016-2020
Accelerating technological changes present both
opportunities and challenges for Defence and its ICT
The unprecedented scale and pace of change in ICT globally presents challenges and opportunities for Defence ICT, and these
drivers have been vital to shaping this strategy. Defence ICT will embrace, prepare for, and leverage changes including…
Increased importance of ICT in support of military
operations and raise, train and sustain capabilities
There is rapid growth in internet traffic, bandwidth
requirements, and the number of connected
devices:
These trends are driving increased importance of
ICT for the conduct of military operations:
Cyber-attacks are now a persistent part of the
global environment, and the threats continue to
increase in quantity and sophistication:
•
Next-generation military capabilities have
additional sensors with high ICT demands.
•
•
Increased demand for high quality video.
Threats emanate from the cyber-sphere in the
military, Defence enterprise, and the wider
national contexts
•
Information is increasingly critical to maintaining
operational superiority.
•
Increased threats are driving increased security
and resilience requirements for Defence
•
Information environments in the battle-space
are becoming more vigorously challenged by
adversaries.
•
Global firms increased their spend on cyber
security by an average of 24% in 2015.
•
~ 2.6 billion smart phones in use today, forecast
to grow to 6.1 billion within five years.
•
~ 26 billion connected devices within 5 years.
•
Smartphones overtook desktop/laptop PCs as
an install base in 2013.
Figure 1. Growth in number of connected devices
Source: BII estimates, Strategy Analytics, Company filings,
World Bank 2013
10
Prevailing cyber security requirements
Growth in connected devices aimed at improving
the flow of information and business processes
Figure 2. Growth in Megabits per second used per
5,000 Military members
Figure 3. Growth in average annual security incidents
across 10,000 organisations
Source: US DOD Spectrum Strategy, 2013
Source: PwC Global State of Information Security Survey® 2016
Defence Priorities
1
ICT STRATEGIC DIRECTION 2016-2020
Future state ICT will be implemented
through five strategic planks
Strategic Defence priorities will be met by directing efforts towards five strategic planks which each deliver key benefits to Defence
1
2
3
4
5
Enabled
Stable
Secure
Enhanced
Agile
‘One Defence’ reforms enabled
Stable core
Rationalised and secure services
Enhanced Defence capabilities
Optimised and agile environment
•
Improved decision making
•
Strengthened ability to
align Defence and its
enabling ICT
•
•
Rigorous performance and
•
risk management
•
Accelerated reform
implementation
•
Improved ICT
management
•
Standardised business
processes
•
Improved resilience
for Defence activities
from modern, secure,
sustainable and scalable
infrastructure
Improved communications
capacity
Improved ICT services
through leveraging new
infrastructure
•
Increased trust in
information
•
Enhanced battlespace
awareness
•
Reduced complexity
of the information and
infrastructure environment
•
Enhanced military
interoperability
•
Rationalised applications
simplify Defence activities
•
Enhanced support to
deployed forces
•
Improved productivity
from workflow tools
•
Improved enterprise
effectiveness and
efficiency
•
Increased effectiveness
from joint and combined
training
•
Improved security from
modern and proactive
cyber solutions
•
Optimised operational
efficiency and
effectiveness
•
Improved solutions
delivered faster from
innovation
•
Improved outcomes
by effective partnering
with industry
•
Faster response from
ICT to changing business
needs
•
Faster delivery of solutions
from agile delivery
methods
11
ICT Strategic
Priorities
02
ICT Strategic Priorities
2
ICT STRATEGIC DIRECTION 2016-2020
The vision, mission and scope for Defence ICT are clear
ICT provides operational advantage to the ADF and is a strategic asset for the Defence enterprise
Defence ICT Vision
A modern, secure, sustainable and scalable
information environment to enable current and
future military and business operations.
Scope: Defence ICT
covers all of Defence
Defence ICT Mission
Delivering ICT capabilities for Defence by:
•
Working with stakeholders to shape business requirements and understand priorities;
•
Partnering with industry to deliver outcomes; and
•
Building the ICT organisation to shape and direct the future priorities.
Direction setting and
contestability
Military command
Needs &
requirements
Defence ICT consists of all ICT
capabilities, services, and support to the
entire Defence enterprise.
Defence ICT includes the information
holdings, technology and communications
infrastructure, workforce and processes
that enable military operations, and the
efficient and effective delivery of Defence
enabling services, everywhere that
Defence operates.
Policy & strategy
Force design & joint
capability authority
Enterprise planning,
performance & risk
Prepare
Operate
Acquire
Capability Managers
Science & technology
Defence
capability
Navy
Army
Air Force
Intel.
Joint operations
Capability acquisition & sustainment
Science & technology
Enablers
Control
Security
Finance
Facilities &
estate
Info mgmt
& ICT
Internal audit
Human
Resources
Inspectors general
Legal
Health,
logistics,
education
and training
Judge advocate
13
2
ICT Strategic Priorities
ICT STRATEGIC DIRECTION 2016-2020
The current state of Defence ICT
presents a number of challenges
Currently, Defence ICT does not adequately support the cooperation, coordination and communications needs of its personnel
ICT is not fully connected
across fixed and
deployed locations
Finding information from paperbased archives and removable
media can be time consuming
Collaborating across
boundaries can be difficult
The Defence Business Context:
The Defence ICT Environment:
•
•
•
~57,000 ADF members
•
~18,000 civilian staff
•
•
•
•
•
~20,000 reservists
Global operations
Integrated with other Government departments
and national security organisations
Integrated with Five Eyes nations
Interoperable with coalition partners
Integrated with global supply chains
Interoperability
and integration in
the battlespace is
not seamless or
complete
14
Basic tasks can be
time-consuming
Information to
support decision
making is often
incomplete and
unreliable
Defence challenges with the
ICT current state
•
Information to support decision making
is often incomplete and unreliable.
•
Users have to manually deliver
integration and analytics.
•
~ 100,000 workstations
•
Processes and analytics are tightly
coupled to devices and applications.
•
~ 280 processing centres
•
Enterprise enablers and C4ISR are not
integrated.
Access to eight satellite constellations
•
Enterprise enablers including Finance,
Personnel, Engineering and Logistics,
Estate and Infrastructure are not
integrated.
•
Cyber security on many networks is
reactive and not preventative.
•
The current ICT workforce does not
reflect all capabilities needed for the
future.
•
Service delivery models introduce new
capabilities too slowly.
•
Obsolescence and duplication drive
costs higher than necessary.
•
•
•
•
•
Users cannot access
all their information
when they are out of
the office
~ 3,000 applications
~ 670 networks
A real time world requiring 24/7 access
A mobile world requiring device portability
Identity and context driven authorisations that
govern security and confidentiality
It is confusing
for users to learn
and use multiple
networks
Maintaining duplicate
obsolete systems is
expensive
ICT Strategic Priorities
2
ICT STRATEGIC DIRECTION 2016-2020
Satisfying Defence priorities requires a robust
and modern Single Information Environment
A Single Information Environment (SIE) is being implemented to deliver
the modern, secure, sustainable and scalable information environment
to enable military and business operations across fixed, deployed, and
mobile environments.
Enable Priority Defence Outcomes
Situational
Understanding
Joint Force
Application
Common
Operating Picture
Public and other
organisations
Joint Force
Protection
Joint Force
Projection
Integration &
Interoperability
Industry
Joint Force
Generation &
Sustainment
Business &
Information Management
Other
Government
Organisations
Defence
• Elements of the SIE are being implemented now, such as
consolidation of data centres, infrastructure remediation,
end user computing, and high speed networking.
• CIO Group will continue to provide the SIE Architecture to
safeguard ICT systems.
Capability Managers & Enabling Groups
Command
& Control
• The SIE is the target architecture that will continue to
guide investment in ICT capabilities, systems, services and
infrastructure.
• Operational & enterprise outcomes delivered by the SIE:
- Operational superiority
- Effective and efficient Defence enterprise
- Modern, secure, scalable and sustainable infrastructure
- Single source of truth
- Standardised business processes
Allies and
Coalition Partners
- Reduced cost of ownership for ICT
• User outcomes delivered by the SIE:
Proactive cyber security and protection
- Enhanced decision support
- Improved search and discovery
Standardised Business Processes
Top Secret
Corporate/
Business Management
Applications
& Services
Secret
Protected
Unclassified
C4ISR Applications
& Services
Fixed
Deployed
Mobile
- Tailored analytics and reports
- Traceable and reliable information
- Common systems to use
- Improved access to information
• Management outcomes delivered by the SIE:
Holistic Network Management
- Governed at all levels
- Portfolio and program managed
Defence Owned
Defence Leased
Infrastructure
As A Service/
Cloud Service
Single Information Environment Core
Figure 4. Defence Single Information Environment
- Agreed target architecture
- Synchronised investment
- Professionalised workforce
-Compliant
- Continuously improved
15
Implementation
Approach
03
Implementation
Approach
3
ICT STRATEGIC DIRECTION 2016-2020
A strategic approach is being taken to coordinate ICT
activities with other Defence initiatives
There are many current and related strategic initiatives across Defence that will, when
combined, meet Defence‘s priorities and deliver the ICT strategic priorities
The overarching approach to implementation is to manage these initiatives strategically to deliver against the end state and ensure the outcomes
are synchronised and consistent. There will be ongoing focus on delivering benefits to Defence against each of the five core strategic planks.
2016 current state
characteristics
✗ Fragmented processes
✗ Fragmented information
✗ Many separate infrastructure islands
✗ Ageing infrastructure and applications
✗ Lack of innovation
✗ Bespoke customised applications
✗ Reactive cyber security in many places
✗ Limited industry strategic partnering
Defence and Defence ICT
related strategic initiatives
• Defence Integrated Investment Program
• Transformation through First Principles
• Service delivery redesign
• Enterprise Resource Planning (ERP) strategy
• Enterprise Information Management
• Infrastructure Transformation Program
• Portfolio, Program, Project Management
• Enterprise Architecture and Roadmaps
2020 future state
characteristics
✓Standardised processes
✓Information is an asset
✓Integrated infrastructure landscape
✓Modern infrastructure and applications
✓Agile service delivery
✓Fit-for-purpose applications
✓Proactive and intelligence based cyber security
✓Widespread industry strategic partnerships
• Cloud and Spectrum strategies
• Managing ICT Total Cost of Ownership
• Streamlined 2 pass approval process
• Defence ICT Workforce strategy
• Industry partnerships
• Innovation platform, including new technologies
such as cognitive computing
17
3
Implementation
Approach
ICT STRATEGIC DIRECTION 2016-2020
A new governance structure will provide decision-making and
coordination for whole-of-Defence ICT
The new Governance structure for whole-of-Defence ICT aligns to One Defence reforms and will enable delivery of the ICT
components of the Defence Integrated Investment Program. Through the Defence ICT Advisory Group and Leaders Group
Defence will deliver the benefits of this ICT strategy, and build a comprehensive and accurate picture of the inputs of and
dependencies on ICT across Defence.
1
2
18
The Defence Committee is
the primary decision-making
committee in the Department of
Defence.
The objective of the Enterprise
Business Committee (EBC) is
to ensure the effective running of
Defence.
3
The Investment Committee (IC)
exists to bring the future force and
supporting enablers into being.
4
The Defence ICT Advisory
Group (ICT AG) governs all
Defence ICT, through a
future-focused lens.
5
The Defence ICT Leaders
Group (ICT LG) is represented by
senior ICT project leaders across
Defence and is accountable
for translating ICT strategy into
benefits, as directed by the
Advisory Group.
ICT Operating Arrangements
1
ICT supporting
functions
6
The Investment Portfolio
Management Branch
(IPMB) performs the portfolio
management role in support of
the IC.
7
The ICT Strategic Planning
Management Office (ICT SPMO)
advises the CIO and supports
Advisory Group decision-making
by leveraging a single source of
truth of Defence ICT data and
providing secretariat support.
8
The ICT organisations across
Defence are represented at
the LG and are responsible
for delivering the services and
support which lead to planned
ICT benefits.
Defence Committee
2
6
3
Enterprise
Business
Committee
Investment
Committee
Investment
Portfolio
Management
Branch (IPMB)
7
4
ICT Strategic
Planning
Management
Office (ICT SPMO)
Defence ICT Advisory Group
8
5
Defence ICT Leaders Group
Program
Management
Offices & Other
Reps for
Defence ICT,
e.g. DSO, ITP TMO
Implementation
Approach
3
ICT STRATEGIC DIRECTION 2016-2020
Programs and projects have been carefully designed
to implement the strategic planks
This strategy will be delivered through sub-programs and projects, each aligned to the five core strategic planks
•
•
•
•
•
•
•
•
•
All initiatives are aligned to Defence’s highest priorities.
They build on the journey that Defence started in 2009 and
leverage the foundations already established.
These initiatives significantly evolve the ICT capability and
support the business transformation across Defence.
They will be resourced, funded and scheduled, and supported
by robust sub-program and project management to synchronise
them with other Defence reforms and initiatives.
Under ‘One Defence’ the CIO and Chief Technology Officer
(CTO) have significant authority delegated to them.
CIOG is collaborating with the Groups and Services to align
their ICT needs to their business outcomes and partnering with
industry to develop and deliver robust services and solutions.
Innovative approaches will be used to accelerate the process
from ‘idea to implementation’. Innovation such as cognitive
computing is already underway.
Cloud based services gradually being introduced. Private cloud,
with public, community or hybrid clouds will be adopted on a
case by case basis.
The Chief Information Security Officer (CISO) and Information
Technology Security Authority with the cyber security
governance board will set the strategy, direction, technology
choices and best practices to ensure that Defence can be
assured of state of the art and proactive cyber security and
computer network defence.
CIOG will continue to work with the Defence community to
improve technology for operational services and maintain
security.
Strategic
Planks
Evolving the
Defence ICT
Organisation
5
Optimised
and agile
environment
4
• Redesigning the
organisation
• Clarifying roles and
responsibilities
• Shifting internal
skillsets
• Strengthening
strategic portfolio
management
• Reforming service
delivery
• Improving industry
partnerships
• Developing faster
delivery pathways
• Extending
innovation
Enhanced
Defence
capabilities
3
Rationalised
and secure
services
2
Stable
core
1
‘One
Defence’
reforms
enabled
Sub-Programs and Projects implement
initiatives to deliver defined benefits
•
•
•
•
•
Enhancing agility through high grade cryptographic equipment
Optimising data centre capability
Enhancing agility through cyber security capability improvement
Extending SIE to mobile and deployed users
Next wave of end user computing enhancements
•
•
•
•
•
•
Enhancing battlespace awareness and command and control
Improving productivity from workflow tools
Enhancing support to maritime forces at sea
Improving enterprise efficiency and effectiveness in key areas i.e. Health
Strengthening spectrum management
Enhancing enablers including Garrison and Estate Mgt, and Parliamentary
workflow
•
•
•
•
•
Rationalising the application portfolio to reduce duplication
Rationalising intelligence, surveillance & reconnaissance for warfighting
Strengthening cyber security across the infrastructure
Enhancing security through computer network defence
Rationalising business processes with workflow management systems
• Embedding and extending the Infrastructure Transformation
Program across networks, storage, processing, and end-user computing
• Modernising networks, communications, and military systems
• Strengthening multinational information exchange capabilities
• Enhancing case management
• Integrating Joint Strike Fighter into networks and systems
•
•
•
•
•
•
•
Enabling Defence through standardised business processes
Progressing Enterprise Information Management
Enabling Capability Life Cycle with improved systems
Enabling enterprise-wide business management through ERP
Modernising HR/People systems
Enhancing mobility and digitisation
Enhancing identity and access management
Figure 5: ICT Initiatives identified to deliver each strategic plank
19
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Implementation
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ICT STRATEGIC DIRECTION 2016-2020
Defence plans to invest
$20 billion over ten years in ICT
Defence ICT investment will increase over coming years to address an historic underinvestment
Contingency
Implementation investment and components
•
The strategy will be realised by approximately $20bn investment in
Defence ICT over 10 years, covering sustainment and capital for new
business capabilities. The delivery roadmap is an integral part of the
Defence Integrated Investment Program, governed by the Investment
Committee and the Enterprise Business Committee.
•
The roadmap uses programs to integrate, coordinate, and synchronise
the many individual projects. Programs are focussed on delivering
business outcomes, rather than locking-in individual technologies and
products, which provides flexibility to adjust the roadmap and remain
agile to new demands and emerging technologies.
•
Defence is investing sufficient resources to fund ongoing support,
upgrade and refresh of ICT capabilities
Due to the fast pace of technology evolution, it is difficult to accurately
forecast ICT demands beyond 5 years, thus the outer years are
expected to evolve as new demands and new technologies emerge.
As part of the new Capability Life Cycle, additional ICT investments are
anticipated beyond the 5 year detailed planning window.
•
A Defence ICT Advisory Group will balance the investment plans and
escalate risks to the appropriate governance body. Whole-of-life asset
management will improve the timing of release cycles, refresh and
obsolescence.
•
•
The Vice Chief of the Defence Force will act as the Design Authority for
C4ISR, and the CTO as the Technical Authority.
•
The CTO will ensure all initiatives follow approved architecture,
standards, and policy. The CTO will also focus on reducing unnecessary
customisation and bespoke development.
•
The Defence CISO will shape all information security investments and
ensure alignment with architectural direction.
Investment
Sustainment
Figure 6: Future ICT Budget emphasis (Constant $)
•
•
20
Defence is investing the funds required to implement this strategy.
Defence is increasing the level of funding to accelerate the business
transformation and lift the contribution of ICT to Defence outcomes.
There has historically been insufficient sustainment funding to address
obsolescence and ageing infrastructure, with an over-reliance on major
new projects. This resulted in higher sustainment costs to maintain
obsolete technologies.
Apart from investment in new capabilities, sustainment funding will also
be increased to address lifecycle management deficiencies and allow
for growth.
Implementation
Approach
3
ICT STRATEGIC DIRECTION 2016-2020
Creating a fit-for-purpose workforce is a core part of
the implementation approach
This strategy focuses on the continued development of a fit-for-purpose Defence ICT workforce
The Defence ICT Organisation
Defence manages extensive ICT and Communications and
Information Systems (CIS) capabilities using a large distributed
workforce. Staff reside in CIO Group, ADF personnel provide
support in fixed and deployed environments, and staff reside within
other Defence organisations. In addition, a large industry workforce
is relied upon to deliver Defence ICT services.
Drivers of workforce change
This strategy sets the direction for the next five years and serves as the anchor for all ICT workforce decisions. Defence’s ICT workforce faces three strategic drivers of change:
•
•
•
ICT and CIS FTE (including non-CIOG ICT Job Family)
in Other ICT Service Delivery Teams
SP&I, CASG, DSTG, VCDF, Army, Navy, Air Force
CIO Group (APS, ADF)
Functions including: Business
Relationship Management, ICT
Operation, ICT Delivery, CTO,
Commercial and Business
Enablement
Industry (ICT only, not CIS)
Figure 7: Defence ICT People and Organisations
The Force Structure Review and 2016 Defence White Paper will reset ICT demand and
establish delivery priorities for the decade; and,
Demographic and labour market shifts and technology change will continue to evolve,
and the resulting workforce impacts are difficult to predict.
Changing Shape of the ICT workforce
•
•
•
Defence
Army, Navy, Air Force (both Permanent and Reservists)
Defence’s business transformation requires a corresponding transformation in the ICT
service delivery model. Workforce change will start in CIOG.
CIOG is currently operating many blended teams as part of a transition towards a more
outsourced model. The revised operating model is more selective in setting workforce
priorities for the Australian Public Service (APS), ADF staff and industry.
These changes are not intended to impact the delivery of military-specific CIS services,
but rather to enhance them.
Strategic Planning & Industry Engagement, Governance, Architecture & Security
Business Engagement &
Solution Scoping
Program Delivery
Management
Business Case Management
Industry
ADF Members with ICT or CIS Responsibilities
The First Principles Review prompts a review of the entire Defence workforce (including
the use of ADF personnel in non-Service roles);
Defence
Service Delivery Management
Military-specific CIS Services
Business Case Support
Project Management
Innovation
Project Delivery
Service Delivery
Industry
Figure 8: Simplified Future ICT Functional Model and Delivery Approach
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Implementation
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ICT STRATEGIC DIRECTION 2016-2020
A detailed workforce assessment has identified
workforce capacity and capability gaps
The Defence ICT workforce is under significant capacity and skills pressure
Existing Workforce Pressures
Strategic intervention will be required over the next ten
years to ensure that demand on the total (APS, ADF and
industry) Defence ICT workforce does not outstrip supply.
The shortfall in supply can be largely attributed to an
increasing reliance on industry support to program, project
and service delivery activities.
Skills and Capability Gaps
Demand has been forecast for future priority
skills within the internal Defence ICT workforce
against skill categories from the Skills
Framework for the Information Age (SFIA):
•
•
Figure 9: Defence ICT workforce (APS, ADF and industry) demand vs supply
over time (assuming no intervention)
There is a transition towards
stakeholder, business change, quality
management (which incorporates
sourcing and vendor management
skills), and strategy and planning; and,
There is a transition away from handson ICT delivery (albeit it is a skill that will
continue to be required in some areas).
Managing this shift is an important part of
evolving to a more highly outsourced service
delivery model.
Source: FTE for demand is based on CIOG FPR Workforce Stream modelling.
Demand and supply are modelled from the start of FY15/16.
Stakeholder Management
Business Change
Implementation
Quality & Conformance
Service Design
Business Strategy &
Planning
Technical Strategy &
Planning
Service Operation
Service Transition
Information Strategy
Business Change
Management
Advice & Guidance
People Management
Installation & Integration
Systems Development
Skill Management
User Experience
Sales & Marketing
Geographic Supply and Demand Considerations
•
•
22
While the ADF components of Defence’s ICT workforce are spread broadly across Australia, the civilian
ICT workforce is concentrated in the ACT where the majority of governance, project and service
delivery operations are located. The Department of Employment forecasts demand in the ACT for ICT
professionals exceeds the labour market supply, with the shortage expected to continue until 2019.
A key component of the workforce strategy is to shift labour demand to regions beyond Canberra to
take advantage of better labour markets and mitigate the risks of higher costs, insufficient expertise,
and late delivery.
Figure 10: Percent of APS/ADF workforce requiring skills by
SFIA Category
Implementation
Approach
3
ICT STRATEGIC DIRECTION 2016-2020
The ICT Strategic Workforce Plan identifies priority
workforce interventions
To address identified capacity and capability gaps, and ensure the delivery of Defence ICT in the future, the CIO will implement
strategic and near-term workforce interventions and build Defence’s capacity to work with industry
Priority Near-Term Workforce Interventions
These near-term interventions will manage the workforce transition:
•
Disciplined prioritisation of recruitment against key shortfalls;
•
Expanding outcomes-based strategic partnering to meet additional
demand (including partnering to meet short-term gaps in internal capability
and capacity).
•
Redistribution of ICT demand outside the ACT to broaden the workforce
supply base (for both APS and industry personnel); and
Strategic Workforce Interventions
Over the medium to long term, the CIO will implement the following strategic
workforce interventions:
•
•
•
Workforce Impacts
What will
start?
•
•
•
•
What will
continue?
•
•
•
What will
stop?
•
Managed investment of additional capacity and capability in key
planning functions
A shift toward higher value activities in the ICT lifecycle build phase
(with a much stronger focus on governing delivery by industry)
Focused attention on building more robust governance,
service integration and service delivery management capabilities
Development of capability in new areas where Defence requires
additional depth
Workforce growth and professionalisation, focusing on areas of highest
future demand
A managed transition of program and project management and delivery
to outsourced providers
A managed transition of service delivery and sustainment operations to
outsourced providers
Implement targeted professionalisation plans;
Implement targeted strategies to meet persistent shortfalls (such as
ICT Security);
Optimise the workforce’s ability to partner with industry, through:
-
-
-
•
•
•
Establishing and enforcing clear principles and expected behaviours for
working with industry,
Establishing a formal, standardised on-boarding program for industry
partners, and
Defining shared learning obligations between industry and internal staff
and enshrine them in in formal arrangements.
Focus on diversity and inclusion. Stronger emphasis and focus on diversity
and inclusion has been included in the Workforce Strategy. Specific initiatives
already underway include programs to provide improved employment
opportunities for people on the autism spectrum, with indigenous origin,
women and other demographic groups;
Refresh the existing model for ICT workforce planning and management; and,
Implement a program to constantly reinforce the need for change around
organisational culture, diversity and inclusion.
Utilising significant components of our internal workforce on detailed
delivery activities (including project management, project delivery,
service delivery and sustainment activities)
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3
Implementation
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ICT STRATEGIC DIRECTION 2016-2020
Industry and the extended enterprise have key roles in
implementing the ICT Strategy
Defence must be able to rely upon industry to deliver and sustain its ICT capabilities, enabling Defence to focus its internal
resources on successfully delivering operational outcomes
Working with industry
The extended Defence ICT enterprise
•
•
This strategy acknowledges the increasing importance of industry as a strategic
partner in delivering ICT capabilities and services across Defence. Defence will
implement the following steps as part of working with industry:
•
•
•
•
Evolve policies for a new world of industry cooperation and collaboration
to deliver an array of new technologies that are complex to implement and
integrate.
Revise and deepen industry relationships to better support Defence,
overcome internal workforce gaps, deliver improved value for money and
continue migrating transactional tasks to industry.
Develop longer term, productivity and performance based contracts to
ensure ICT capability and capacity meets current and future Defence
preparedness requirements.
Strengthen vendor management capabilities to better monitor vendor
relationship health and provide a path for vendors to bring improvements and
innovation for the benefit of Defence.
Defence is part of, and relies on, a broad ICT community. This strategy
emphasises interoperability and integration with partners, allies and other
Commonwealth agencies as follows:
•
•
Improve the information sharing across Defence and industry for enhanced
visibility, integration and interoperability.
•
•
24
Allies and coalition partners: Normal activities and the majority of ADF
deployments involve collaboration with allies and coalition partners. This
drives a need for effective ICT interoperability and integration between
involved parties. Interoperability and integration requirements will be defined
by the C4ISR Design Authority and implemented by the CIO in conjunction
with CASG.
Defence industry: Defence industry supplies inputs to capability such as
platforms and sustainment services. Defence needs increased visibility of
industry partner-held information to support preparedness and operations,
such as information for materiel condition, maintenance planning and supply
chain performance.
ICT industry: The ICT industry provides information, communications and
technology services to Defence. Industry will take a stronger role in delivering
outcomes to Defence, which requires increased visibility of industry partnerheld information such as technical configuration and network performance to
support Defence activities.
Commonwealth agencies: Defence provides services to government
and collaborates with a range of Commonwealth agencies. This drives
requirements for interoperability and integration with Commonwealth
agencies.
Whole-of-Government ICT: The Commonwealth has a broad ICT agenda
and Defence will comply with whole-of-Government guidance and policies
for ICT and digital services.
Implementation
Approach
3
ICT STRATEGIC DIRECTION 2016-2020
Successfully implementing this strategy requires key
risks to be recognised and treated
Key risks and mitigation strategies
Risk
Description
Mitigation
1. The ICT Strategy is not
understood or agreed
The ICT strategy must be collectively owned by the Services
and Groups. There needs to be a collective alignment with the
strategic objectives and implementation approach.
CIO establishes governance under the Defence ICT Advisory Group, and all ICT
activities adhere to agreed principles and priorities.
2. Shortage of ICT
workforce capability or
capacity
Workforce trends and forecasts suggest there will be a continued
gap between demand and supply of suitably skilled resources to
deliver ICT services.
Understand drivers of workforce change and application of near term and more
strategic workforce interventions in collaboration with industry.
3. Inability to execute a
strategy driven plan
A transactional approach to delivery of ICT capabilities and
services will hinder the ability to deliver large scale change that
meets key goals such as interoperability.
Establish and empower the Defence ICT Advisory Group, manage ICT strategically
through an ICT Strategic Planning Management Office, and partner strategically with
industry.
4. Change in the outside
world may outpace
Defence
The rate of technological change could outpace the delivery of the
ICT strategy rendering some capabilities obsolete on delivery.
Manage ICT using an architecture that allows introduction of new technologies
supported by flexible approval processes and agile service delivery platforms.
5. Lack of organisational
agility / Ability to adapt
to change
Onerous and time consuming approaches and protocols to
accept capabilities into service, and insufficient business change
management, impede the fast release of ICT capabilities into use.
Increase collaboration with business owners, and re-imagine and reconstruct
programs and projects to deliver objectives in smaller pieces and shorter timeframes.
6. Failure to deliver
interoperability
Time pressures lead to design, build and integrate solutions and
applications without sufficiently understanding interoperability
requirements, architecture, and standards.
Defence must create architectures, components and adaptors that enable rapid build
and integration of applications and solutions. There needs to be a recognition that
common data usage is a key to interoperability.
7. Services and Groups
continue to develop
in-house ICT solutions
Services and Groups fail to trust that ICT will include enough
capability to enable adoption of the overall approach.
Stronger cooperation and collaboration across Defence, improved whole-of-Defence
governance under the Defence ICT Advisory Group and a more empowered CIO and
CTO to enforce ‘red card’ architecture compliance.
8. Delivery failure by
a strategic industry
partner
The industry partners may fail to adopt the necessary behavioural
attributes needed to deliver the strategic priorities.
Create the market model that will be used to govern the consumption of services
from the market including the new norms for intellectual property and cooperation,
communication and coordination. Let industry partners have their say and allow them
to opt out if the market model does not suit them.
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Implementation
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ICT STRATEGIC DIRECTION 2016-2020
Conclusion from the CIO
“We must apply new ways of thinking and working that allow us to take advantage of faster, better and cheaper ways of
delivering services to our military and civilian personnel.
In re-imagining the way we do things we must take advantage of agile approaches that deliver outcomes more quickly.
This will include providing more services to Defence delivered from partnerships with industry.
If we can embed these new approaches in the way we do things we will be able to deliver incremental change that
keeps pace with the changing world and we will avoid the high cost and risk of generational changes that have proven
to be challenging and time consuming to implement in the past.
This is no more evident anywhere than in our need to transform the computing applications and the computing and
telecommunications infrastructure. The current investment in these transformations is necessary to establish future
platforms and systems upon which we will deliver interoperability.
We are all aware of the heightened risk of cyber attack. In this strategic update we must apply ourselves to taking
advantage of new thinking and new architectural approaches that improve our ability to mitigate cyber risks.
Likewise in the ever shrinking world of globalisation we have to take advantage of and be of advantage to our friends,
the allied nations. This means secure and confidential communications that fully enable joint operations to be
successfully planned and executed.
The coalescence of interests that we share with the allied nations must be fully supported by technologies that enable
collaboration, communication and cooperation with underlying security and confidentiality that can be relied upon.
We are supporting Defence’s global activities and continue to improve the way we deliver ICT capabilities. We are
upskilling the Defence ICT workforce, delivering new capabilities faster, developing solutions in partnership with users,
standardising and simplifying our systems and services, reducing reliance on customised design and maturing our
partnerships with industry.
In future, the success of our strategy will be measured across two key metrics. Firstly, mission effectiveness: we must
continue to be successful in supporting military operations. Secondly, efficiency: we must be able to avoid costly
generational investments that consume our funds.”
Dr Peter Lawrence Defence CIO
2016
26
ICT STRATEGIC DIRECTION 2016-2020
Glossary and contacts
Glossary
Term/Acronym
Description
FSR
Force Structure Review
ADF
Australian Defence Force
FTE
Full Time Equivalent
APS
Australian Public Service
ICT
Information and Communications Technology
C4ISR
Command, Control, Communications,
Computers, Intelligence, Surveillance and
Reconnaissance
SFIA
Skills Framework for the Information Age
SIE
Single Information Environment
CASG
Capability Acquisition and Sustainment Group
VCDF
Vice Chief of the Defence Force
CIO
Chief Information Officer
CIOG
Chief Information Officer Group
CIS
Communications and Information Systems
CISO
Chief Information Security Officer
CJOPS
Commander Joint Operations
CTO
Chief Technology Officer
DSTG
Defence Science and Technology Group
EIM
Enterprise Information Management
ERP
Enterprise Resource Planning
FIC
Fundamental Input to Capability
FPR
First Principles Review
Contacts
Chief Technology Officer
[email protected]
27
Australian Government
Department of Defence
DPSJUL010-16