defence ict strategy 2009

8/8/2019 Defence Ict Strategy 2009

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Deence Inormation and

Communications Technology

Strategy 2009


2/64Defence Information and Communication Technology Strategy 2009

Commonwealth o Australia 2009

This work is copyright. Apart rom any use permitted under the Copyright Act 1968, no part may be reproduced by any process withoutprior written permission rom the Department o Deence.

Announcement statement - may be announced to the public

Secondary release - may be released to the public

All Deence inormation, whether classied or not, is protected rom unauthorised disclosure under the Crimes Act 1914. DeenceInormation may only be released in accordance with the Deence Security Manual and/or Deence Instruction (General) OPS

13-4-Release o Classifed Inormation to Other Countries, as appropriate.


3/641www.defence.gov.au/cio

Forewordby Senator the Hon. John FaulknerMinister or Deence

Deences strategic objectives and the inormation and communications

capabilities needed to achieve them are inextricably linked.

The size and complexity o the Australian Deence Organisation presents

a number o governance issues or strategic planners.

Deence is one o the largest telecommunication providers in the country. Inormation and communications

technology (ICT) related planning in Deence has to allow or the communication needs o military personnel

in the eld, the secure transer o inormation between the Australian Government and its allies and the

architectural challenges aced when connecting people, planes, ships and land vehicles to a single inormation

environment - all in addition to the standard ICT requirements o over ninety thousand corporate users.

Deence ICT planning has to meet an extremely diverse list o needs. This strategy has been written with

those challenges in mind.

There will be a whole-o-portolio approach to considering ICT investments and planning, increasing eciency

and streamlining processes. The areas, agencies and branches directly aected by new ICT projects will

play a direct role in determining project priorities and timing. Put simply, investment decisions will refect

departmental priorities, and end users will help shape the specics o what they get, and when they get it.

Cultural change and workorce planning initiatives will make the most o our ICT workorce, and the

new Integrated Deence Architecture will guide uture investment decisions and the strategic planning o

inormation technology and systems.

This ICT strategy also places the remediation and reorm o ICT capability provision within the broadercontext o the 2009 Deence White Paper and Deences Strategic Reorm Program (SRP).

In the years ahead, our inormation and communications capabilities will be more important than ever

beore in making sure our men and women in uniorm, and the many thousands o people who support

them, have all the tools they need to carry out the tasks the community needs and expects rom them.

This document sets out the steps we are taking to make sure our ICT is up to the challenge.

Senator the Hon. John Faulkner


4/642 Defence Information and Communication Technology Strategy 2009



Contents

Foreword 1

Executive Summary 5

Objectives 5

Introduction 7

Governance and the Role o the CIO 7Savings 8

Success 8

Strategic Interests and Deence Priorities 11

Inormation and Communications Technologies to 2030 12

ICT Impact on Operations 13

Interoperability Trends 14

Commercial and Regulatory Trends 15

Strategic Imperative One:Optimise Value o Deence ICT Investment 17

Improve ICT Cost Transparency and Stakeholder Communication 17

Prioritise or Eective ICT Spend 19

Optimise Project and Operations Eciency 20

Harmonise with Whole-o-government Initiatives 20

Key Benets 21

Strategic Imperative Two:Closer Stakeholder Engagement and Alignment 23

Improve Alignment Between Stakeholder Needs and ICT Capabilities 23

Portolio Management Oce 25

Aligning ICT Organisation with Stakeholders 26

Organisational Model Explained 27

Become Easier to Work With 27Design Solutions Collaboratively with Stakeholders 28

Implement Deence-wide ICT Governance 28

Key Benets 29

Strategic Imperative Three:Provide Agreed, Priority Solutions 31

Stabilise and Secure ICT 31

Consolidate, Standardise and Optimise ICT 32

Addressing New ICT Requirements 32

Leverage Emerging Technologies to Address New Business Needs 33

Create and Adopt an Enterprise Architecture 33

Enterprise Solutions 35Key Benets 36



Strategic Imperative Four:Strengthen ICT Capability 37

Energise the Culture 37

Strengthen ICT Leadership 38

Improve Processes and Tools 39Moving to a Shared-Services Model 39

Proessionalise the Workorce 39

Workorce Planning 40

Leverage Vendors and Sourcing 41

Eective Resource Planning and Management 42

Key Benets 43

Outcomes and Benets o this Strategy 45

Greater ICT Scalability, Flexibility and Adaptability 45

Improved Inormation Speed and Accuracy 45

Continued Technological Capability Edge 45

Enhanced Interoperability 46

Improved Business Support 46

Implementing our ICT Strategy 47

ICT Reorm Program 47

ICT Work Plan 48

Implementing Strategic Imperative One: Optimise Deence ICT Investment 49

Initiative: Consolidate Data Centres 49

Initiative: Reduce Time to Market ICT Two Pass Process 49

Initiative: Implement a Single Secure Desktop 49Initiative: Develop Deences Enterprise Architecting Capabilities 50

Initiative: Implementing a Services Oriented Architecture 50

Initiative: DIE Simulation and Modelling 50

Initiative: Centralised Services - Deliver Distributed Computing 50

Implementing Strategic Imperative Two: Closer Stakeholder Engagement & Alignment 51

Initiative: New Stakeholder Engagement Model 51

Initiative: Improved Sharing and Access to Services with Key Allies 51

Initiative: Specialist Business Solutions Design Capability 51

Implementing Strategic Imperative Three: Provide Agreed, Priority Solutions 51

Initiative: Inormation Management 51Initiative: Deliver Unied Communications 52

Initiative: High Speed Strategic Communications Network (JP 2047) 52

Initiative: Analysis o Disruptive Technology 52

Implementing Strategic Imperative Four: Strengthen ICT Capability 52

Initiative: Sourcing Strategy 52

Initiative: Investing in People 53

Initiative: IT Service Management 53

Initiative: ICT Reorm Portolio Management 53

Initiative: CIO as Coordinating Capability Manager 54

Initiative: Inrastructure Remediation 54

Enabling Deence Business Reorm 54

Glossary, Abbreviations and Acronyms 57



Executive Summary

In the current environment, Deences inormation and communications technology (ICT) systems are being

challenged more than ever. Australias Deence personnel expect to see capability improvements resulting

rom integrated and network-enabled platorms, administrators expect ICT enhancements to provide

business process eciencies and the ICT threat environment is becoming more hostile.

The ICT strategy has been developed to address shortcomings in governance, planning and control

rameworks or ICT. Deence is also establishing clear lines o accountability and transparent management

responsibilities at the most senior levels, as well as investing in critically under-unded capabilities to

improve its ICT inrastructure.

Objectives

Ater wide-spread engagement and consultation across Deence ve clear objectives regarding Deences

uture ICT environment were identied. These are:

greater ICT scalability, fexibility and adaptability-

improved inormation speed and accuracy-

continued technological capability edge-

enhanced interoperability-

improved business support-

Achieving those objectives will require strategic reorms, as outlined in the Deence Strategic Reorm

Program, as well as reorm o ICT processes, systems and workorce arrangements. These reorms will

enhance Deences ability to develop ICT capabilities by allowing stakeholders to prioritise their ICT unding,

and will optimise the structure o Deences ICT workorce to deliver reliable, high-quality solutions.

To achieve these objectives this strategy is based on our strategic imperatives:

1. Optimise the value o Deences ICT investment through cost transparency, improved

stakeholder communication, prioritisation o spend and eciency in ICT activities.

2. Drive closer alignment with stakeholders through a stakeholder-centric organisation model,

improving engagement and driving towards a collaborative approach to developing ICT capabilities.

3. Provide agreed, priority solutions through the establishment o a Deence-wide ICT Operating

Model and Enterprise Architecture promoting standardisation and consolidation.

4. Strengthen ICT capabilities through improvements to culture, leadership, processes, skills,

sourcing and resource planning.



Mission: Lead the integrated design, cost eective delivery and sustained operation o the Deence Inormation Environment.

Intelligence & Security Services Military Capability Corporate

Interoperability

2CloserStakeholderEngagement& Alignment

3ProvideAgreed,PrioritySolutions

4Strengthen

ICT Capability

Imperatives

a. Improvealignment betweenstakeholder needsand ICT capabilities

b. Aligning ICTorganisationwithstakeholders

c. Becomeeasier to workwith

d. Designsolutionscollaborativelywithstakeholders

a. Stabilise &secure ICT

b. Consolidate,standardise &optimise ICT

c. Addressingnew ICTrequirements

d. Leverageemergingtechnologies toaddress newbusiness needs

a. Energisethe culture

b. StrengthenICTleadership

c. Improveprocesses &tools

d. Proession-alise theworkorce

1OptimiseValue oDeence ICTInvestment

a. Improve

ICT costtransparency& stakeholdercommunication

b. Prioritise oreective ICTspend

c. Optimiseproject &operationseciency

d. Harmonisewith Whole-o-governmentinitiatives

. Eective resource planning & management

e. Implement Deence-wide ICT governance

e. Create & adopt an enterprise architecture or ICT in Deence

e. Leveragevendors &sourcing

Figure One: Deence ICT Strategy



Introduction

Over recent years there have been a number o reviews relevant to the operation o ICT services within Deence.

In 2006 the government announced a review o the organisational eciency and eectiveness o Deence,

including its inormation management processes and systems. The resulting report was issued in 2007 as the

Deence Management Review (DMR). Several recommendations were made in relation to ICT, including the

proposal that Deence develop an enterprise-wide ICT strategy. In its response Deence agreed, recognising

the need to link ICT investment decisions to business priorities with robust, transparent processes.

While developing this strategy Deence also commenced work on a new White Paper and elements o thisICT Strategy were incorporated into the White Papers ICT Companion Review.

At the whole-o-government level, the Department o Finance and Deregulation commissioned Sir Peter

Gershon to undertake an independent review o governments use o ICT. Although Deence was not

ocially a subject o the Gershon Review, the Secretary o Deence maintained contact with Sir Peter

Gershon throughout the strategy development process.

Governance and the Role o the CIO

The key elements o the Deence ICT Strategy are described in the body o this document, particularlyin the strategic imperatives. It is useul however, to begin with an explanation o the role o the Chie

Inormation Ocer (CIO) in the provision, sustainment and governance o Deence ICT.

In 2008 the Secretary and Chie o Deence Force (CDF) established the Deence ICT Committee (DICTC)

to provide a strategic ocus on investment in Deence ICT Capability; and in 2009 the DICTC conrmed the

appointment o the CIO as the Coordinating Capability Manager o the Deence Inormation Environment

(DIE). In announcing the appointment, the DICTC conrmed the CIOs responsibility or ongoing development

o the DIE, controlling sustainment costs, and enabling Deence to take advantage o emerging technologies.

Furthermore the DICTC conrmed that the Deence CIO is now responsible and accountable to the

Secretary and CDF or:

The development o Deence ICT policy, concepts and doctrine-

Advising all Deence Committees on ICT issues-

Developing a single Deence ICT architecture, including standards and product lists-

Establishing priorities and engagement strategies or ICT interoperability with other Australian-

Government agencies, allies and coalition partners

Coordination o ICT related undamental input to capability issues-

Establishing the governance mechanisms necessary to allow the execution o these responsibilities-

and accountabilities



To support the CIO in this role, the DICTC will continue to consider, review and prioritise all ICT initiatives

and expenditure across Deence.

All ICT unding decisions will be made within the context o a single Deence-wide ICT portolio, refected

by a unied Deence ICT Work Plan and implemented by the Deence-wide ICT workorce. This will in turn

enable decisions and trade-os to determine which ICT projects Deence can aord and allow the Chie

Inormation Ocer to execute his role as the Coordinating Capability Manager or Deence ICT.

New governance arrangements will align ICT investments across Deence with the priorities set by the

Secretary and Chie o the Deence Force. New procurement and approval processes or ICT investments

will shorten time to market while maintaining high levels o project assurance.

...governance arrangements will conirm that all ICTinvestments across Deence are aligned with the priorities set

by the Secretary and Chie o the Deence Force

The implementation o a single portolio o ICT investment in Deence will increase the visibility o Deences

ICT expenditure and improve the eectiveness o Deence ICT systems and processes.

Savings

Remediation and reorm in the orm o a consolidated, standardised Deence Inormation Environment (DIE)

will deliver savings and perormance improvements. By 2012 the ICT reorm program will build an improvedDIE to support Deence war ghting and business reorm objectives through to 2030.

...deliver savings and perormance improvements through a

consolidated, standardised Deence ICT environment

This reorm will require an investment o around $940 million over the next our years but is expected to

deliver savings o $1.9 billion over the decade and around $250 million per annum thereater.

Success

Successul implementation o the Deence ICT Strategy will lead to several key outcomes.

The DIE will be one network connecting xed and deployed locations built on a single set o standards and

products. It will encompass all security levels and will determine that the right person has the right authority

to access inormation.

A typical desktop set up available to all Deence sites will be a single screen connected to a network that

can display multiple security sessions. Secure voice and video will be available to the desktop in most xed

and deployed locations. Wireless networks will also be considered in appropriate locations.



Deployed commanders and decision makers will have a single view o the battle space through a Common

Operating Picture accessing a wide range o data rom sensors and sources.

Finance, payroll and personnel inormation will be easily accessed, manipulated and aggregated

by authorised Deence sta. New capabilities such as the automation o procurement, personnel

and pay administration, vetting, recruitment, estate management and perormance reporting will be

progressively introduced.


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to do so. To that end it is important or the ADF to develop and maintain a network o Deence partnerships

as an important oundation or being able to work together when required. This will require increased

interoperability between the ADF and selected allies and coalition partners, such as the United States, New

Zealand and our partners in the Five Power Deence Arrangements, which includes the United Kingdom,

Singapore and Malaysia.

As Deence reorms its ICT capability provision it will rst need to remedy the ragility and other shortcomings o

the current ICT environment. There is an urgent need to address long-term underinvestment in ICT inrastructure

that has resulted in a signicant proportion o Deence assets being beyond their eective lie. Secondly,

Deence needs to reorm the way we use ICT to conduct our core and non-core business. Deence needs to

continuously re-examine the manner in which ICT can assist our people and enhance processes and tools.

Thirdly, ICT reorm is integral to the delivery o administrative savings across Deence. Better ICTmanagement will result in savings to the portolio as we standardise, rationalise, consolidate and re-use.

Finally, business reorm across Deence depends upon the eective implementation o ICT reorm.

Optimising Deences ICT environment will be essential to delivering Force 2030. This includes our systems

and processes, architecture and the skills o our workorce. Fixing problems and introducing new ICT

capabilities that are aligned to Deence priorities will be the ocus. At the release o the 2009 Deence White

Paper, the government announced that it would invest more than $940 million over the next our years to

reorm and remediate the DIE and its supporting inrastructure. Two thirds o that will be used to address

long-term underinvestment in Deence ICT by reorming access to, and management o, Deence inormation.

The remainder will be spent on replacing obsolete hardware and improving inormation security.

The reorm program will deliver business eciencies and lower long-term costs. These initiatives are

consistent with the recommendations in the Gershon Review into the Australian Governments use o ICT

and the outcomes sought rom that review.

The reorm program will deliver business eiciencies and

lower long-term costs.

Inormation and Communications Technologies to 2030

Cognisant o the rapidly changing ICT environment and its on-going impact on Deence, a number o

reviews drawing upon broad Deence representation sought to identiy the scope o ICT issues to be

addressed to 2030. The ndings o these reviews helped to shape this ICT strategy.

Deence ICT capability needs to provide global communications and systems to support decision-makers

at the tactical, operational and strategic level. Deence ICT capability is required to support headquarters

sta, operational assets, intelligence surveillance and reconnaissance, targeting and navigation needs,

logistics, medical and personnel systems.



Deence ICT capability needs to provide global

communications and systems that support decision-makers

at the tactical, operational and strategic level.

ICT Impact on Operations

The ongoing development o new ICT capabilities is creating both opportunities and challenges or the

Australian Deence Force. On the one hand, improvements to Deence ICT will enable enhanced ADF

decision-making and operational eectiveness. On the other hand, the use o emerging and relatively

inexpensive ICT capabilities will also be available to adversaries. The ADF must continue to develop, deploy

and exploit advanced ICT to operate successully in this uture battle space.

Control o the uture battle space will be dependent upon

the capability o Australia to develop, deploy and exploit

advanced inormation and communications technologies.

Deence will leverage ICT capabilities to plan or and implement the ull spectrum o tasks assigned to it

by government, connecting whole-o-nation capabilities in an environment o increased uncertainty and

reduced warning times.

This will require a holistic approach to ICT capability, integrating both war ghting and business unctions

so that technology enables the inormation access and unctionality needed to accomplish the mission. To

support this, Deence will create a single inormation environment with an ecient standard or ICT supportto all unctions. By developing a single inormation environment Deence will be able to better meet the

demands o the strategic user as well as deployed and mobile users.

Through... a single inormation environment Deence will be

able to support the strategic user as well as the deployed

and mobile user.

Improved inormation management and sharing will enhance joint, multi-agency and coalition

interoperability. This will reduce the disadvantages caused by regional actors and mitigate the risks

associated with asymmetric threats.

The ability to lead and act decisively in Australias primary area o strategic interest will involve developing

robust ICT capability through investment in critical inrastructure such as satellite communications, and

sucient spectrum and network bandwidth to meet demand.

...to lead and act decisively in Australias primary area o

strategic interest will involve developing robust sovereign ICT

capability.



ICT solutions need to comply with the technical standards o the weapon systems they may integrate

with. Deence will develop a system or design-approval and consideration o the implications or battle

worthiness. Deence will also need to revise its battle space architecture. Acquisition strategies should

include consideration o Fundamental Inputs to Capability, and sustainment and recognition o liecycle

management requirements.

More agile procurement and adaptation cycles are required to prevent obsolescence and to maintain

interoperability. Governance arrangements and Deence business processes will need to be subject to

on-going review. Business processes must accommodate evolving military and commercial technology.

Inecient processes cannot be allowed to impact upon the delivery o new capabilities. ICT procurement

risks and the Deence Capability Plan will be better balanced against the risk o obsolescence to maintain

Deences technological competitiveness in Australias region.

More agile procurement and adaptation cycles are essential to

prevent obsolescence and maintain interoperability.

Interoperability Trends

The ability to operate with other agencies both domestically and internationally is a key Deence capability

enabler. Whether Deence is acting cooperatively with another Australian Government agency or operating

as part o an international coalition, the ability to exchange data quickly and condently is essential.

Deence will develop a coordinated and robust exchange architecture to underpin these interactions.



The ability to interoperate with other agencies, both

domestically and internationally; is a key Deence capability

enabler.

Deence requires mandated architecture policies and an eective governance ramework to enable

interoperability. The Deence enterprise architecture must accommodate both government and Deence

interoperability priorities in support o Deences requirements to interact domestically and internationally.

Commercial and Regulatory Trends

Deence ICT investment needs to deliver measurable value to Deence operations and business. Deence

will continuously develop its ability to measure, benchmark and explain the business value delivered

through investment in ICT.

Deence ICT investment will need to demonstrate the delivery

o measurable value to Deence business and operations.

Deence will consider the implications o globalised inormation service providers beyond prime contracts.

Deence has evolved over the past decades to become dependent upon a wide range o commercial

services or its core business. These strategic service providers are transitioning into a globalised market

driven by global economic orces and Deence needs to manage potential third party relationships. Deence

will increasingly need to manage the risk and cost aspects o its commercial relationships and contracts.



Strategic Imperative One:

Optimise Value o Deence ICTInvestment

This rst strategic imperative will maximise Deences return on ICT investment by ensuring eort and

expenditure is aligned to Deences business needs.

Strategic Imperative One can be broken down into our strategic elements:

Improve ICT cost transparency and stakeholder communication-Prioritise or eective ICT spend-

Optimise project operations and eciency-

Harmonise with whole-o-government initiatives-

Successul delivery o those elements will enable Deence to clearly identiy ICT accountabilities and

responsibilities, improve cost transparency and stakeholder communication, establish governance

mechanisms or resource allocation and improve the eciency o ICT services and support.

Improve ICT Cost Transparency and Stakeholder Communication

Deence will adopt a portolio management approach to its ICT investment, dividing business needs into

Intelligence, Military, Corporate and Inrastructure categories.

Deence will adopt a portolio management approach to its

ICT investment

An enterprise-wide Deence ICT Work Plan (The Work Plan) will align all ICT expenditure with the priorities

set by government, the Secretary and the Chie o the Deence Force.

The Secretary and Chie o the Deence Force have appointed the Chie Inormation Ocer (CIO) as the

Coordinating Capability Manager or the whole o the Deence Inormation Environment (DIE). CIO will

support the newly established Deence ICT Committee (DICTC), chaired by the Secretary and Chie o the

Deence Force, and comprised o senior Deence leaders.

This high-level committee has overall responsibility or ensuring that the Deence portolios ICT expenditure

is aligned to Deence priorities. It will aim to enhance the development o the Deence inormation

environment, to control sustainment costs and to take advantage o emerging ICT technologies.



Figure Two below shows the structure o the Sub-Portolio Committees, with denitions captured in Table

One. Based on the current strategic needs o Deence, investment will be prioritised through the DICTC.

It is expected that the denitions will undergo urther renement with stakeholders. This will be aligned to

the Deence SRP, Deence Planning, and Deence Business Model.

Figure Two: Deence ICT Sub-Portolio Committees

Inrastructure ICT Portolio

Inrastructure that aect all o Deence

Military ICT Portolio

ICT capabilities that supportJoint War Fighter and operations

outcomes

Deence Corporate ICT Portolio

ICT capabilities that supportDeence business - DSTO, DMO,

Finance & HR systems

Intelligence ICT Portolio

ICT capabilities that supportintelligence outcomes



Table One: Defnition o the Four ICT Sub-Portolios

Sub-Portolio Defnition

Intelligence All ICT activities that wholly support unctionality o an Intelligence-line o business or business process, excluding DRN and DSN ICTinrastructure and common servicesManages the entire ICT requirements or the Intelligence Sub-Portolio-

Military All activities supporting Military ICT/Communication Inormation-Systems (CIS) capabilities, excluding platorm/weapon/sensor internalembedded systemsICT/CIS that directly supports the unctionality o a Military line o-business or business process, excluding ICT/CIS inrastructure,common ICT services and includes Logistics Services

Manages the entire ICT requirements or the Military Sub-Portolio-

Corporate All ICT activities that wholly support the unctionality o a Corporate line-o business or business processManages the entire ICT requirements or the Corporate Sub-Portolio-

Inrastructure All ICT inrastructure that supports delivery o the unctional services,-such as applications or business processesManages the entire ICT requirements or the Inrastructure Sub-Portolio-

This Sub-Portolio provides universally applicable (common) services that-span Sub-Portolios. It will supply reusable service components to enablea Service Oriented Architecture in pursuit o agility, interoperability and cost

eciency. The Chie Technology Ocer Division will develop reerencemodels and governance arrangements to support this approachCommon ICT assets such as data centre acilities, wide area networks,-servers, workplace systems, storage, archival acilities, and systemsthat enable ICT operations

This will include common ICT services like email or identity management as-well as those associated with business owners like nance and payroll

Prioritise or Eective ICT Spend

Each Sub-Portolio Committee will be given responsibility or managing priorities and requirements

within their area. Each Sub-Portolio Committee will consist o a membership o relevant stakeholders

who represent the voice o the customer. The governance structure and Sub-Portolio Committee

membership is outlined in Figure Two. It is expected this membership will be rened throughout the course

o implementation.



Deence Inormation and CommunicationTechnology Committee

DICTC

Military Sub Portolio Committee

MSPC

Corporate Sub Portolio Committee

CSPC

Intelligence Sub Portolio Committee

ISPC

Figure Three: ICT Portolio Governance Structure

Optimise Project and Operations Efciency

Deence will introduce mechanisms to ensure ICT resources and eorts are directed towards the priorities

determined by the DICTC. This will include ormalised practices and processes to:

measure the time, budget and resources spent on ICT capability-drive and monitor ongoing eciency improvements-ensure agreed priorities are delivered within scope, on time and under budget to meet required-business outcomes

In keeping with Deences adoption o Lean business practice core business processes will be examined

with a view to eliminating unnecessary work, reducing the number o low value-adding tasks, and

streamlining and automating workfows where possible. This will include increasing the use o shared

services in areas such as payroll, HR, procurement and nancial services. Deence will also adopt the

Inormation Technology Inrastructure Library (ITIL) ramework to streamline its processes in line with

industry best practice.

Harmonise with Whole-o-government Initiatives

Deence will leverage o and align to other initiatives across government that shape ICT capability.Deences ormal response to the Gershon Review o whole-o-government ICT outlines more detailed

initiatives that will be undertaken as part o this strategy. Examples include the conversion o many

proessional service provider positions to Australian Public Service positions and Deences alignment with

Gershons recommended governance structures.



Key Benefts

This strategic imperative will:

Remedy the existing ragmented approach to Deences $1.2 billion annual ICT expenditure-

Manage demand by taking a portolio management approach to ICT investment-

Establish appropriate governance mechanisms to make it possible or Deence to make enterprise--

wide decisions on where ICT investment will yield the highest return

Ensure adequate ICT investment in corporate and inrastructure services which are areas in need o-

attention due to previous underinvestment

Through the Sub-Portolio Committees, Deence will be equipped with a stakeholder led approach to

prioritising ICT, helping Deence direct ICT resources towards business priorities.



Strategic Imperative Two:

Closer Stakeholder Engagementand Alignment

Strategic Imperative Two will enhance communication between Deences ICT capability providers and end

users. It will also increase awareness o the ICT services required and consumed across Deence.

With this imperative, Deence is migrating to a stakeholder-aligned organisation model designed to improve

understanding o stakeholder business needs, and improve engagement and collaboration, especially in

regard to problem-solving.

...migrating to a stakeholder-aligned organisation model to

improve understanding o stakeholder business needs

This imperative will be addressed using ve elements:

Improve alignment between stakeholder needs and ICT capabilities-

Align ICT organisation with stakeholders-

Become easier to work with-

Design solutions collaboratively with stakeholders-

Implement Deence-wide ICT Governance-

Improve Alignment Between Stakeholder Needs and ICT Capabilities

A stakeholder engagement team (SET) has been assigned to each o the Sub-Portolios and is responsible

or translating the priorities and requirements raised by stakeholders into business requests. The SETs

will improve relationships with stakeholders through a strong end-user ocus in the planning, delivery and

operations areas o Deence ICT.

The SETs will leverage appropriate expertise to identiy ICT solutions that allow or unctional, technical,

resource and timing actors while meeting the end-user needs. The SETs will seek to leverage existing

capability where appropriate to minimise duplication. The structure and roles o the SETs are outlined below:

Account Executive:- responsible or oversight o all activities within the respective Sub Portolio

SET Desk Ofcers:- working to the Account Executive the SET Desk Ocers are

responsible or engagement with stakeholders and or dealing with the prioritisation and

progression o ICT outcomes



Enterprise Architect:- ensures all activities utilise current capabilities, conorm, where applicable, to

the Enterprise Architecture, and ensure the Sub-Portolio can leverage emerging technology

Development Executive:- responsible or overseeing all enterprise wide development activities,

raising solutions to o-track projects, and ensuring development eort or all options being assessedis understood; and or providing a communication channel between projects and stakeholders to

maximise understanding by all parties o delivery related issues, constraints and priorities

Service Executive:- responsible or overseeing delivery o all standard ICT services within the

respective Sub-Portolios and ensuring the impact to Deence ICT o new requirements being

considered is understood

Figure Four: Stakeholder Engagement Team Diamond Structure

AccountExecutive

Enterprise

Architect

Development

Executive

ServiceExecutive

Account Executive

Act as the ront door or all ICT matters or-respective sub portolio

Accountable or the delivery o ICT services-and ICT projects or relevant stakeholdersManage the Stakeholder Engagement Team-Works with the other Account Executives-to manage the execution and costs o ICTprojects or services which span stakeholdergroups e.g. a personnel system or ADF sta

Enterprise Architect

Accountable or ensuring the group projects-and inrastructure are aligned to architecturestandards and policiesSubject matter expert in the key business-processes and systems within relevantstakeholder group

Assists the Account Executive in the-consideration and progression o stakeholderbusiness requirements.

Service Executive

Manage the service liecycle, service levels and-planning around demand or services rom therelevant stakeholder groupRepresents stakeholders and stakeholder-initiated projects in service/operational decisionmaking processes

Advocate the use o standard ICT services to-stakeholder groups

Assists the Account Executive in the-consideration and progression o stakeholder

business requirements.

Development Executive

Liaison with stakeholder groups as the-interace between ICT project managers andstakeholder

Tightly aligned to the PMO to enable the-delivery o projects

Assists the Account Executive in the-consideration and progression o stakeholderbusiness requirements.

Each SET will be responsible or overseeing all ICT activities within its Sub-Portolio. This includes:

Maintaining an understanding o all proposed or scheduled projects-

Coordinating development o solution options to meet emerging stakeholder needs-

Facilitating the identication and implementation o enterprise wide solutions-

Overseeing development, operations and maintenance activities; and- Assisting the Sub-Portolio in prioritising requirements-



Portolio Management Ofce

The Portolio Management Oce (PMO) will provide administrative and process support to enable visibility

and prioritisation o ICT business requests submitted through the SETs, thereby providing an aggregate

view o Deences ICT Work Plan. This Work Plan will be reviewed by ICT providers and stakeholders,

including the Sub-Portolio Committees and the DICTC to ensure transparency and to ensure stakeholder-

led priority setting. The relationship between the SETs and the PMO is outlined in Figure Five.

Figure Five: Portolio Management Ofce and Stakeholder Engagement Teams

SET

Responsible or all stakeholder engagement-

In partnership with stakeholders, develop- needs and business requirementsDevelop business requests according to-documentation mandated by PMO

PMO

Aggregate business requests or all projects-

within each sub portolioScore and rank projects within sub portolio-Analyse sub portolio impact and support SPC-Analyse impact o business requests and projects-across the portolio and report to DICTC

SingleBusinessRequest

MultipleBusinessRequests


28/64



Organisational Model Explained

The horizontal bars in Figure Six illustrate all Deence ICT resources and capabilities aligning to a plan,

build, run or govern role. This model does not suggest that all Deence ICT resources will physically migrate

to CIO group. This is a whole-o-Deence model and although some restructuring will occur the scale

and complexity o Deence ICT is too great to consolidate into one group. Greater detail is outlined under

Deences SRP and examples include the Fleet Inormation System Support Organisation role o the Navy

migrating to CIO, and internal consolidation o I&Ss intelligence capability.

The model reinorces key Deence Management Review (DMR) and Deence Business Model principles

such as the CIO perorming the Coordinating Capability Manager role or ICT and having single technical

authority over Deences entire ICT environment. More detail on how this will be achieved is covered under

Strategic Imperative Three.

The vertical bars illustrate the Intelligence, Military and Corporate Sub-Portolios. Business requirements

will be prioritised and agreed at the DICTC across the whole Deence ICT portolio. The requirements o

each Sub-Portolio will be converted into business requests by the SETs.

The Inrastructure portolio, representing the needs common to all areas o Deence (e.g. network and

storage capacity) will largely be guided by an enterprise architectural plan managed by the CIO as part o

the capability manager and single technical authority obligations.

Stakeholder business requests will be prioritised and consolidated into an enterprise ICT Work Plan by the

PMO. All o Deences ICT resources with ICT plan, build, run and govern roles will ultimately align to this

Work Plan which will be aligned to Deences business objectives.

Become Easier to Work With

Future state Deence ICT will realign processes, especially around help desk and service support, to ensure

end-user experience is improved. Consolidation and centralisation o ICT services will lead to aster access

to appropriate service desks, more accurate issue escalation, and decreased hold times. Deence will

adopt best-practice rameworks such as the ITIL to assist with these improvements.



Design Solutions Collaboratively with Stakeholders

The majority o this strategy will be achieved through standing up the Intelligence, Military, and Corporate

SETs to ensure solutions are provided or stakeholders needs. The Sub-Portolio Committees will provide

the mechanism or raising and prioritising work within the Sub-Portolios and or ensuring requirements

align to business needs. The Sub-Portolios will also be an integral part o a more ecient approach to

the delivery o ICT projects. An enterprise solutions approach will see collaboration across Deence in the

denition and analysis o capability requirements within a common ramework. This will provide stronger

oversight and increased accountability during the solution design stage o ICT projects, ensuring the most

appropriate solutions are considered or all ICT investments.

The Inrastructure Sub-Portolio will cater to the needs o all ICT users by assuring the capacity and

interoperability o new and existing technology through Deences soon to be developed Integrated DeenceArchitecture (see also Strategic Imperative Three).

Implement Deence-wide ICT Governance

Successul execution o the proposed strategies relies upon Deence-wide management o the ICT

portolio. At a strategic level the DICTC provide the strategic and nancial governance rom a Deence-wide

perspective, adjusting Sub-Portolio budgets and activities as needed.

Technological and architectural standards (discussed urther under Strategic Imperative Three) will provide

opportunities or urther cost savings and service eectiveness through standardisation and reuse ocapability. An enterprise-wide architectural committee will be responsible or governance in this arena.

The SETs and Sub-Portolio Committees provide the mechanism or more eective stakeholder

engagement and provide greater assurance that ICT investment is targeted towards agreed business

needs. The CIO will have overall accountability and single technical authority or Deences ICT capability,

and will apply Deences ICT organisational model to engage and align ICT resources.



Government National SecurityCommittee

Secretary andChie o Deence Force

Deence ICT Committee

Deence InormationEnvironment Committee

Deence Strategic ReormAdvisory Board

DepSec Strategic Reorm

ICT Strategic Reorm (CIO Chair)

ICT Architectural Committee

Key Benefts

This strategic imperative will:

Improve Deences ability to raise and prioritise ICT requirements and acilitate a stakeholder led-

approach via the Sub-Portolio Committees

Ensure stakeholder engagement teams provide the right expertise to generate business requests or-

stakeholder requirements, thereby addressing existing shortcomings that have seen ICT providers

dening priorities and ICT users mandating technical solutions instead o the other way around

An ICT enterprise Work Plan will provide greater transparency o Deences priorities and-

expenditure, collated by the PMO

Improve visibility o priorities and resource availability to enable better management o demand or-

ICT services and products across Deence

Figure Seven: ICT Governance and Direction



Strategic Imperative Three:

Provide Agreed, Priority Solutions

Strategic Imperative Three will encourage the development and use o common and standardised

services, reduce duplication o technology investments and deliver solutions which meet prioritised

business requirements.

...encourages the development and use o common and

standardised services

Achieving Strategic Imperative Three relies upon delivering ve strategic elements:

Stabilise and secure ICT-

Consolidate, standardise and optimise ICT-

Address new ICT requirements-

Leverage emerging technologies to address new business needs-

Create and adopt an Enterprise Architecture-

Stabilise and Secure ICT

Stabilising and securing ICT will assure the availability o services and increase the stability o Deences ICT

at both xed and deployed locations.

Through a single interace Deence will secure its Inormation Environment and deliver authorised users

access to the inormation and services they need. It will enable secure collaboration among allies

and coalition partners, delivering a highly available network to support prioritised operations and instil

condence in the ability to synchronise inormation and make strategic decisions.

Deence will also secure its ICT by:

Providing updated security policy, procedures and plans-

Providing training or sta in security-related roles-

Developing the security layer o the Integrated Deence Architecture (IDA, see Figure Eight)-

Introducing an eective security risk management system-

Maintaining regular updates to security threat and risk assessments-

Conducting strengthened certication and accreditation-

Remediating the current non-compliances with mandatory requirements o ACSI-33 and the-

Deence Security Manual

Investing in Computer Network Deence capabilities-



Consolidate, Standardise and Optimise ICT

Consolidating, standardising and optimising ICT will reduce the complexity and duplication within the

Deence Inormation Environment whilst also increasing the eciency and eectiveness o Deences ICT

capabilities and services.

Deence will seek to standardise its ICT inrastructure investments through virtualisation, rationalisation o

the application portolio and through the standardisation o supported technology and product platorms.

The IDA will assist in driving the standardisation o ICT within Intelligence, Military, Corporate and

Inrastructure portolios. Deence will also ocus on the consolidation o data centres and associated

inrastructure in the short-term.

These eorts will be consistent with the whole-o-government approach or data centre requirements over

the next 10 to 15 years which will also take into account key actors such as disaster recovery, growth in

space requirements and geographic location.

Addressing New ICT Requirements

New ICT requirements will be addressed through regular communication and engagement by the newly

ormed stakeholder engagement teams as discussed in Strategic Imperative Two.

This approach will ensure that new ICT requirements will be captured and aligned with the existingcapabilities and design o the IDA. The IDA will also support the incorporation o new ICT requirements

through its fexibility and adaptability. This will be achieved through the IDAs service-oriented architecture

backbone and by adherence to the ollowing key design principles:

1. Integrated architecture: Connection and integration o Deences various operating models and

business domains and ICT alignment through an enterprise architecture supporting Intelligence,

Military, Corporate and Inrastructure portolios

2. Inormation as an enterprise asset: Support the management o inormation and data to

enable eective decision making, collaboration and interoperability ensuring reliability, integrity

and trust worthiness3. Business service-orientation: Flexibility and modularity to cope with evolving business needs

and support ecient delivery o business services which are either common across the enterprise,

standardised within one or more portolios, or specialised within a specic portolio or domain as

described in the NCW Roadmap 2009 (Fig 3-1 NCW milestones and the domain construct).

4. Eective return-on-investment o ICT: Enable eective investment and management o ICT

by capturing and realising the business value o ICT and linking these to Deences strategic

business outcomes

Through this approach Deence will also be able to respond to new ICT requirements such as Green-IT.

This mechanism will ensure that Deence can align with a uture whole-o-government ICT sustainabilityplan to better manage the carbon ootprint o government ICT activities.



Leverage Emerging Technologies to Address New Business Needs

Deence will leverage and embrace emerging technologies to address new business needs through the

development o strategic technology roadmaps and through the adoption o prudent technology liecycle

management practices.

Create and Adopt an Enterprise Architecture

The creation and adoption o an enterprise architecture is the oundation o Strategic Imperative Three. The

IDA has been developed as a means or Deence to guide and align uture investment decisions and or the

strategic planning o inormation technology and systems. The IDA, illustrated in Figure Eight, provides:

1. A conceptual view o the uture state or target architecture or the Deence enterprise

2. A common medium or communication and planning between Deence business and ICT

3. Multiple perspectives o the Deence enterprise including perormance, business, services, data

and technology

4. Relationships and dependencies both horizontally (i.e. within a single perspective o the architecture

- what data is shared or sel-contained) and vertically (i.e. across multiple perspectives o the

architecture - what business unctions and processes are supported by what systems/services)

5. Key insight to enable strategic decisions and planning



Perormance Layer

BusinessLayer

Services Layer

Data Layer

TechnologyLayer

Figure Eight: An Illustrative view o the Integrated Deence Architecture (IDA)

Deence will seek to review and rame the major programs in the Deence Capability Plan that either impact

or rely on ICT in order to provide strategic direction, guidance and alignment. Deence will ocus initially on

the design and delivery o the ollowing three high priority architecture improvement initiatives:

1. Building and delivering the target architecture or IDA

2. Integrating, securing and enhancing the network

3. Managing inormation as an asset



The CIO will oversee the design o the IDA and has established a Chie Technology Ocer (CTO) Division

to drive stewardship and direction o the IDA. Creating an eective CTO organisation within Deence ICT

provides a basis or setting the overall architectural direction o the IDA to align strategic decisions and

ensures that ICT needs and enterprise challenges across Deence are considered holistically as discussed

in Figure Nine.

Figure Nine: CTO Support to Address Current-state Enterprise Challenges

Enterprise Challenges

Stove-piped processes and IT solutions-Highly complex system o applications,-hardware platorms, and operating systemsUnwanted redundancy in applications and data-to support the businessHigh acquisition costs and risks associated-with new systems development and technologyInability to associate IT costs with services to-the Deence units or stakeholdersDeence units unaware o available services-Multiple, oten inconsistent data sources-Uncertain business ownership o IT assets-Limited ability to implement systems-rationalisation or take other eciency-creatingactionsDeence units uncertain o how to initiate or-ollow IT projectsLack o communication between Deence-and IT

Gaps in technology support to Deence-

CTO Support to Address Challenges

Establishes a line o sight o the contribution-o IT to mission and program perormanceFacilitates the identication o consolidation-opportunities around common or similarperormance objectives, Deence unctions,and data and inormationCreates a common language and library or-discussing Deence and ITProvided insight into available IT assets, how-much they cost, and who is using themProvides a blueprint to support the acquisition-or development o uture IT systemsFormulates and applies enterprise-wide IT-standards and processesProvides accurate data or IT investment,-capital allocation, and other governancedecisionsInstalls technology roadmap as ramework or-uture application requirements

Enables business-driven approach to IT- decision making

The establishment o the CTO Division is a key enabler to Deences CIO maintaining single technical

authority. The IDA is the mechanism that will be used to plan or and capture the key technical decisions

that impact Deences ICT capability.

Enterprise Solutions

Deence will adopt an enterprise-solutions approach to the planning and delivery o ICT projects. This will

help Deence to dramatically improve the quality, throughput and economic perormance o ICT programs

and operations. The Chie Inormation Ocer has established a Deence ICT Enterprise Solutions Branch to

be a centre o excellence within the ollowing areas.

1. The translation o business needs into a standard set o specications that dene unctional and

non unctional requirements.

2. Assessment o specications that dene the most ecient and eective ICT solution available to

Deence. Solution options will include both the procurement o new systems and, importantly, the

maximum utilisation o existing technologies regardless o origin. Solutions will also be based ontransparency o whole-o-lie cost and support issues.



3. Deence will develop and maintain operating procedures to eectively manage the solution integrity

during the complete delivery cycle, ensuring alignment to business needs are maintained through

traceable change management practices.

Key Benefts

The specic benets delivered through Strategic Imperative Three include:

improved agility o solution delivery across both xed and deployed locations-

minimised duplication o platorms and systems through consolidation, resulting in cost-savings and-

eciency gains

clarity on how things work and mission criticality o business processes, improving business-

continuity and operational resilience

improved ICT capability through the delivery o common and standardised services across the-Deence enterprise

improved interoperability across Deence and with key allied and coalition partners, industry and-

whole-o-government

more eective ICT investment decisions, program planning and delivery and business-ICT alignment-



Strategic Imperative Four:

Strengthen ICT Capability

Strategic Imperative Four will strengthen the organisations culture, skills, processes and practices to

support development o ICT capability.

...strengthening the organisations culture, skills, processes

This is achieved through the ollowing six strategic elements:

Energise the culture-

Strengthen ICT leadership-

Improve processes and tools-

Proessionalise the workorce-

Leverage vendors and sourcing-

Leverage scale and eective resource planning and management-

Energise the Culture

To successully execute the ICT strategy, Deence ICT will need to develop a stakeholder-ocused cultureunderpinned by eective communication. To address this need, Deence ICT will implement a people

change program that ocuses on the core components illustrated in Figure 10.

Figure 10: People Change Approach

HR Process Alignment

HR processes ormally reinorcing new ways obeing

Leadership AlignmentExecutive Team and all Deence ICT Leaderssupported through leadership alignment and

modelling new behaviours

Behaviour Change Across Deence ICT

Behaviour change cascades rom Deence ICTLeaders across all Deence ICT

Deence ICT People Change



Deence ICT will place an emphasis on three components o HR:

Recruitment/assessment and selection-

Perormance management-Learning, development and retention-

Strengthen ICT Leadership

Deence will develop a leadership team that is empowered to deliver the strategic imperatives essential to

build ICT capability across the whole-o-Deence. Figure 11 illustrates that ICT capability has direct links to

leadership, strategic imperatives and the ICT community.

As captured in Deences ICT organisation model, many key positions are crucial to the uture state o

Deences ICT. Examples include the DICTC, Sub-Portolio Committees, SETs and leaders in the plan,

build, run and govern space. Deence is committed to providing capable and accountable leadership in

these positions to drive progress.

Figure 11: Factors to Strengthen ICT Leadership

ICT Capability

Leadership

StrategicImperatives

Deence-wide ICTCommunity



Improve Processes and Tools

Deence will implement a new process to support governance o ICT projects. This process will allow aster

approvals o projects, where cost, risk and complexity do not preclude this. Specic process improvements

will include, but not be limited to:

The development o aster and more agile ICT investment processes that are more responsive to-

the short timerames or ICT platorms

Improved project prioritisation and approval processes based on Sub-Portolios that allow business-

stakeholders to drive prioritisation decisions

An annual Sub-Portolio planning process that establishes a orward plan o project activity to align-

ICT plans with business demand and support more eective operation o ICT

Consistently implementing delivery process improvement rameworks and standardisation o project-

delivery methodology

Moving to a Shared-Services Model

Deence will make the necessary ICT investments required to deliver the centralisation and standardisation

o ICT service delivery and a continuation o the move to shared services. This will achieve operating

eciencies in support o uture capability requirements.

The shared services model is expected to encompass reorm to the delivery o services such as:

Communication services-

Hosting and data services-

Network services-

Client devices-

ICT user support-

Application services-

Database services-

Proessionalise the Workorce

Deence has a substantial ICT workorce and needs to continually attract and retain skilled sta. One keydriver o job satisaction or ICT proessionals is proessional career progression and growth in ICT skills.

Deence will establish communities o practice to drive a ocus on proessional career progression and skills

growth and to provide a stronger alternative to the existing managerial career progression options.

Through communities o practice, Deence ICT will drive a greater consistency in unctional skills sets

across Deence ICT and propagate widespread use o leading practices. Further, the communities

will establish standard approaches or skill development, certication and proessional development.

Proessional networks are ostered through greater awareness o other peer proessionals, visibility o

innovation, and an understanding o current issues aced by other proessionals.



Workorce Planning

ICT workorce planning across Deence will be consolidated. Changes introduced as part o the ICT reorm

program will deliver improved Deence ICT career-path management and workorce planning. In particular,

it will optimise the workorce prole mix between APS, ADF and contractors.

Taking a whole-o-Deence approach to the management o ICT personnel will also deliver to Deence the

fexibility to reassign this valuable resource across the portolio as our ICT priorities change.

Figure 12: Communities o Practice

Strategy & architecture

Application development

Testing & assurance

Service operations &maintenance

Inormation architecture-Solution architecture-Integration architecture-Security architecture-

Business analyst-SOA-Java-Microsot-SAP-Peoplesot-Project management-

Testing/QA-

System administration - Wintel-

Network engineering-Inrastructure perormance &-availabilitySecurity management-

Non Exhaustive

Project management &introduction into service

Solution design

Community o Practice

Community o Practice Leader

Responsibilities

Training programs, certication

Skills models and career-pathways

Sharing o best practice & innovation

Standardisation o practice

Support sta assignment process

Support or hiring & contractingSta can participatein more than onecommunity butmust be aligned to aprimary practice Finer grained communities



Leverage Vendors and Sourcing

Deence ICT is a major consumer o ICT goods and services and this scale as a consumer is a lever that

is currently under utilised. To drive improved sourcing outcomes and better leverage the capability o

ICT vendors, Deence will implement a Procurement Centre o Excellence. The Procurement Centre o

Excellence will have a remit to establish strong common ICT procurement processes and deliver improved

outcomes rom sourcing activity.

The Procurement Centre o Excellence will complete the ICT Sourcing Strategy which will include:

Identication and classication o contract related costs associated with the delivery o ICT services-

A review o service delivery costs and sourcing models against industry and whole-o-government-

metrics to dene the sourcing opportunities within the Deence ICT value chain

Establishing strategic ICT sourcing principles that are linked to stakeholder needs and Deences-

ICT strategy to guide the sourcing strategy

Denition o a technology bundling strategy based on the ICT sourcing principles, overall-

procurement cost, vendor specialisation and economies o scale

Linkage o the Deence ICT sourcing strategy with whole-o-government initiatives-

Continued development o the internal sourcing communication strategy to increase knowledge o-

ICT procurement guidelines and policies among all sta involved in Deence ICT procurement

Deence will rationalise the vendor set to establish a manageable set o vendors involving ewer but more

strategic partnerships. Current contract management within Deence ICT can be characterised as being

ocused on inputs. Deence will ocus contract management on the delivery o business outcomes.

This unction will review and improve contracts to ensure they are strongly perormance-oriented with

enorceable legal clauses. There will be a preerence or milestone-based payment models. Further, vendors

will be held accountable or delivery o outcomes by establishing risk sharing arrangement where appropriate.



Figure 13: ICT Technology Bundling Strategy

Eective Resource Planning and Management

Deence has one o the largest ICT workorces in Australia but can currently be characterised as operating

as many small ICT workorces. Deence can improve ICT outcomes and strengthen ICT capabilities

by leveraging the scale o the Deence ICT workorce. Deence will establish an eective resourcemanagement system that provides visibility o ICT sta, sta availability and sta skills.

There is a strategic risk or Deence ICT centred on access to the right ICT sta within the Canberra

market. To address this, Deence will establish an ICT Regionalisation Program. This ICT Regionalisation

Program will establish one or more ICT project delivery, operations and/or maintenance acilities outside o

the Canberra ICT skills market.

Deployed - xed

1 Distributed Computing 3 TerrestrialCommunications

Service deskBase and ofcelocations

NetworkOperations

Centre

Tacticalinterace

Satelliteterminal

UHF Satellite

Intelligencelinks

High Frequency Mode

Internet

PABX

5 Applications

mobileservices

end user

printers

MFDs

DRN

DSN

DTSN

Encryptors

Encryptors

phones

PSTN

4Specialist

Communications

storage

Applicationservers

Commercial

Deployedoperations

C, Ku & L

WGS Satellite

Coalition

Gateway

routers

routers

Local server rooms

le & print applicationservers

2 CentralisedProcessing

storage

Centralised Data Centre

midrame mainrame

DWACN

Encryptors routers

le & print applicationservers

Regional server rooms



ADF members, who have communication and CIS responsibilities, represent a key ICT resource. Deence

must rene and ormalise the ongoing training and integration o ADF members into ICT communities o

practice. This integration should include supporting their participation in skills management processes, their

involvement in the ICT Regionalisation Program and their participation in ICT proessionalism initiatives.

Key Benefts

The specic benets delivered through Strategic Imperative Four include:

Improved ocus on a culture o eective stakeholder engagement and delivery o services-

Clarity o expectations o role and responsibilities in relation to delivery o ICT capability consistent-

with organisational priorities and expectations

Improved delivery o proessional, eective and ecient ICT services, consistent with identied-

better practice and industry standards, to Deence



Outcomes and Benefts o this Strategy

This ICT Strategy will improve eciency and eectiveness within Deences ICT portolio. In doing so, it will

help Deence achieve its mission o deending Australia and its interests. The ICT Strategy will enhance ICT

capabilities and drive the ollowing ve outcomes to address Deences business needs.

Greater ICT Scalability, Flexibility and Adaptability

Deence will increase its ICT capability to support a growing number o simultaneous operations. Deence

will improve its fexibility to support operations in which orce composition may not be known in advance.

This will be achieved through enhanced inormation management and via the stakeholder engagementteams and their ability to acilitate improved decision-making regarding ICT requirements.

Deence will improve access to, and delivery o, ICT services or ADF operations conducted in areas with

no xed inrastructure. Deence will also enable ICT support or increasing numbers o non-Deence sta in

operational areas through its deployed architecture pattern as part o the Integrated Deence Architecture

(IDA) and its strengthened ICT support capability.

Improved Inormation Speed and Accuracy

Deence will improve the speed o access to inormation across all internal sources including the extendedenterprise (i.e. allies, coalition partners and whole-o-government) via its inormation management strategy

and through its managing inormation as an asset architecture improvement initiative. The integrating,

securing and enhancing the network architecture initiative will urther enhance collaboration and

inormation connectivity.

Deence will implement more rigorous ICT service management such as ICT asset, conguration, capacity

and demand management; and service measurement processes. This will provide the baseline rom which

to make the investments needed to manage a signicant increase in the coverage o the battle-space

(visual, radio requency, inra-red, radar, etc.) and to move to an increased ocus on real-time data (i.e.,

sensor to shooter).

Continued Technological Capability Edge

Deence will maintain a technological capability edge over its adversaries through enhanced computer and

network attack capabilities, and by integrating, securing and enhancing the network architecture, with a ocus

on inormation assurance, condentiality, integrity and availability o Deences inormation and inrastructure.

Deence will also maintain a capability advantage in traditional areas such as sensors, combat systems,

communications, unmanned vehicles, etc. as well as emerging areas such as telemedicine and simulation.



Enhanced Interoperability

Deence will build its ICT interoperability capabilities to support inter-agency collaboration and engagement

with coalition partners in conducting operations.

Through the IDA, Deence will oster the use o common and standardised business services and will

reduce duplication and prolieration o ICT investments throughout the environment.

Improved Business Support

ICT support to Deence business will be improved by holistically managing the ICT environment. The

process standardisation initiatives and tools will deliver clear processes or executing ICT work, including

management o the ICT portolio as a whole.

The establishment o stakeholder engagement teams, demand planning, customer eedback mechanisms,

customer experience measurement tools will provide better engagement with Deence stakeholders, an

increased ocus on customer satisaction in ICT, key perormance indicators, and a single service desk

process and tool set will improve business support.



Implementing our ICT Strategy

All strategies are only as valuable as their translation into action. A signicant portion o this strategy will be

implemented within two to three years via multiple parallel programs. Some programs will persist beyond

that time; developing and improving the delivery o ICT capabilities.

It is important to recognise that the ICT initiatives outlined in this strategy will be implemented and

prioritised as components o the Deence SRP. These ICT initiatives cannot be delivered in isolation and will

be sequenced to enable Deence business process reorm.

Implementation o this strategy will need signicant Deence-wide collaboration to ensure the neworganisation structure both aligns to stakeholder needs and allows the CIO to act as the Coordinating

Capability Manager or all ICT in Deence.

An important premise o this strategy is that existing ICT resources and projects will be used to the

maximum extent possible, reducing both costs and reliance upon external providers.

Several critical deliverables will be implemented over the short term. These include:

Standing up the SETs to help prioritise requirements-

Standing up the new matrix organisation structure to support the SETs-Deploying the rened portolio management process to manage the approval, and monitor the-

delivery and ongoing sustainment o ICT capabilities

A strong and rigorous governance structure will help support, monitor and manage the implementation.

The Deence Executive, under new governance arrangements (see ICT Governance and Direction, Figure

Seven) will continue to monitor and assess risks as they are identied.

An external review committee will also monitor implementation o reorm under the wider Deence SRP. The

Deence Strategic Reorm Advisory Board will report to the Minister or Deence quarterly, who will in turn

report to the National Security Committee o Cabinet annually on progress o Deence reorms. The key

unction o the Board will be to provide advice on how the reorms should be implemented, and assist in

ensuring the reorms are being implemented in the way intended by government.

ICT Reorm Program

The Deence ICT Reorm Program will be the principle vehicle or the management and delivery o the

Deence ICT Strategy. The ICT Reorm Program will build an improved DIE and governance ramework that

can eectively support Deence war ghting and business reorm objectives through to 2030.



The key outcomes o the reorm program include:

Improved alignment o ICT investment with Deence priorities by adopting a single portolio o ICT-

investments or all parts o DeenceReducing the high business as usual costs through tighter control, new sourcing strategies and-

standardising and consolidating ICT assets across all parts o Deence

Implementing aster decision and delivery cycles to reduce costs and time to market-

Addressing the long-term underinvestment in ICT inrastructure that has resulted in a signicant-

proportion o assets being beyond their eective lie and mitigating an unacceptable business risk

New investments to enhance our networks and inormation management capabilities to support-

better decision-making across Deence

Consolidating inrastructure to reduce maintenance costs and prepare Deence to reduce its-

carbon ootprint

Implementing a more responsive stakeholder engagement model-

This program will ensure that while ICT continues to meet the immediate needs o the military operations

there is also a dedicated management team ocussing on longer-term business reorm.

ICT Work Plan

All o the initiatives implemented as part o this strategy will be managed as components o a single

Deence ICT Work Plan under the ICT Reorm Stream. The Chie Operating Ocer is responsible or

maintaining the Deence ICT Work Plan under the wider governance arrangements outlined earlier in this

strategy and will lead the ICT Reorm Program Oce.

The ollowing are some o the initiatives that Deence will undertake as part o the implementation o this

ICT strategy. The selected initiatives are categorised according to the Strategic Imperatives o this strategy.



Implementing Strategic Imperative One: Optimise Deence ICT Investment

Initiative: Consolidate Data Centres

The DIE Data Centre Strategy will provide an ICT ramework to support the ADFs operational and support

organisations or the next 10 years. To meet the demands o the ADF, the strategy must enable reliable,

fexible and sustained delivery o inormation services in line with Deences requirements.

The DIE currently supports 200 data centre/server rooms. The cost o supporting these acilities is dicult

to quantiy, however it appears Deence has under-estimated, under-resourced and under-planned its data

centre capability in the past. Deence is now addressing this under-investment and developing a coherent

capability able to support both current and expected demand. This is being done cognisant o whole-o-

government data centre standardisation eorts.

With a deined data centre strategy and consolidation program the number o acilities can be

reduced considerably.

Initiative: Reduce Time to Market ICT Two Pass Process

This initiative will include a review o the approval processes used or Deence-wide ICT investments with

the aim o introducing an alternative ramework to compress decision and delivery cycles. The current

processes through which Deence ICT capability is procured are lengthy and cannot keep pace with the

speed o new technology development, leading to the unacceptable risk o delivering obsolete technology.

The new approvals ramework or Deence-wide ICT investments will be modelled on successul

commercial practices and the whole-o-government ICT Two Pass process.

Initiative: Implement a Single Secure Desktop

The Single Desktop Program will de-clutter the desktops o Deence personnel. Currently those personnel

who need to access multiple networks, such as the Restricted network and the Secret network, need

multiple computers on their desk.

This Program will see these units replaced with a single system that provides access to multiple networks

via a solution using a combination o hardware and sotware. It will result in the introduction o multi-level

inormation-sharing across security domains.



Initiative: Develop Deences Enterprise Architecting Capabilities

Developing Deences enterprise architecting capabilities will provide the means or aligning Deence

capability and outputs with Deences strategic drivers. The development o the Deence enterprise

architecting capability will ocus on:

Establishing a capable Chie Technology Ocer Division-

Enhancing the current Deence Architecture Framework (DAF)-

Implementing supporting strategic and technical control rameworks-

Establishing and maintaining an integrated view o Deences architectural direction to provide-

a common medium or communications between the business and ICT whilst guiding strategic

decisions and planning

Initiative: Implementing a Services Oriented Architecture

The implementation o a Deence wide Services Oriented Architecture (SOA) inrastructure will drive

eciency without compromising eectiveness across Deence by delivering reusable, granular, modular and

interoperable services. This will enable Deence to introduce more centralised and standardised support

services and processes that make greater use o e-business solutions built on a SOA inrastructure.

This initiative will deliver the policies, processes, skills, tools and undamental capabilities or the

implementation o a multi-domain Deence wide SOA inrastructure based on the current Deence

e-Business Inrastructure (DeBI), and Deence Online Services Domain (DOSD).

Initiative: DIE Simulation and Modelling

Simulation and modelling can help to drive down costs, reduce risk and enhance capability. Deence will

make greater use o simulation or these reasons; the architecture o the uture DIE will support this. In

addition, modelling and simulation will increasingly be applied to the management o Deence ICT.

Initiative: Centralised Services - Deliver Distributed Computing

The Central Services Program will improve the management o those services that can be delivered

remotely rom a central location over the Deence Restricted, Deence Secret and Deence Top Secret

networks. This includes service desk services, and managing and monitoring o hardware and deployment

o sotware updates.



Implementing Strategic Imperative Two: Closer Stakeholder Engagement & Alignment

Initiative: New Stakeholder Engagement Model

CIO is establishing SETs to improve interaction with Services and Groups. Three SETs: Intelligence, Military

and Corporate will work across the portolios. Inrastructure will be handled as a separate portolio o

activity by the CIO Chie Technology Ocer.

CIO is also working with Services and Groups to acilitate and improve their ability to prioritise ICT

requirements via their respective ICT group points o contact and the soon to be established ICT Sub-

Portolio Committees.

Initiative: Improved Sharing and Access to Services with Key Allies

The Interoperability Improvement Plan aims to improve connectivity and inormation sharing that supports

the planning and conduct o combined operations and Deence business activities.

Initiative: Specialist Business Solutions Design Capability

This unction will provide a more integrated and interoperable solutions-design capability with aster

decision cycles. This will ensure that technical solutions meet the user requirements as dened by the SETs

and supporting business cases.

Implementing Strategic Imperative Three: Provide Agreed, Priority Solutions

Initiative: Inormation Management

Eective inormation management will provide a competitive advantage in situational awareness, rapid

decision making and the precise application o orce over our adversaries. In addition, eective inormation

management will ensure that costs associated with military capability are reduced by eliminating stove-

piping o inormation and ensuring that the principle o need to share (within security constraints)

becomes pervasive.

This initiative will provide the ability to support the entire inormation management lie cycle. This will

be achieved by developing and implementing inormation management processes, policies, skills,

technologies and procedures Deence wide.



Initiative: Deliver Unifed Communications

Unied Communications (UC) includes such capabilities as instant text messaging, voice calls, video calls,

application sharing, presence, and call recording using a common platorm.

The Deence Secret Network Unied Communications (DSN UC) Project will deliver the primary means by

which users within the DSN will electronically communicate via voice. The DSN UC Project will be capable

o scaling to meet the needs o all DSN users.

Initiative: High Speed Strategic Communications Network (JP 2047)

This initiative will help Deence improve the conduct o operations and the management o its business.

It will deliver a high-speed Deence Strategic Communications Network that will include the wide area

network and base area networks in Australia, as well as links with selected xed overseas sites, and

interaces to military communications and external partners.

Initiative: Analysis o Disruptive Technology

Deence will apply its research, intelligence and modelling capabilities to assess the ICT capability risks and

opportunities o potentially disruptive technologies - and use these assessments in support o strategic

and architectural decision making. The Chie Technology Ocer Division will include a technology utures

unction to provide coordination.

Implementing Strategic Imperative Four: Strengthen ICT Capability

Initiative: Sourcing Strategy

Although most o CIOs ICT spend is external, it is not strategically managed:

85 per cent o expenditure is spent on external providers yet sourcing is highly ragmented, and-

procurement is decentralised and uncoordinated

Existing contracts ocus on inputs rather than end-to-end accountabilities or business outcomes-

Sourcing acts as a bottleneck, hindering the delivery o business outcomes-

Deence plans to have more strategic relationships with ewer vendors. In doing so Deence will consolidate

defence ict strategy 2009

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