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Enterprise Architecture in The Swedish Armed Forces

Rear Admiral (L.H.) Thomas Engevall,

CIO & Head of ERP Systems

Swedish Armed Forces

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WHY

64 00064 000

49 000(27´ + 22´)

49 000(27´ + 22´)

TodayToday

2014-192014-19

< 30%< 360 daysNational

< 30%< 360 daysNational

= 100 %< 120 days= 100 %< 120 days

240012 Surface Ships4 SubmarinesAmph Bn

240012 Surface Ships4 SubmarinesAmph Bn

3000 4 squadronsTransport and Helicopters

3000 4 squadronsTransport and Helicopters

17 6008 Bn (mech, amph)10 Bn (AA, Eng, Log, Ranger, Sec)

17 6008 Bn (mech, amph)10 Bn (AA, Eng, Log, Ranger, Sec)

4000 Joint services (C 2, Log, Intel, SF)

4000 Joint services (C 2, Log, Intel, SF)

22 000 Home Guard40 Bn

22 000 Home Guard40 Bn

Usable AvailableFlexible = Expeditionary Forces

Usable AvailableFlexible = Expeditionary Forces

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Swedish Armed Forces (SwAF) Architecture Effort

Descriptions of SwAFof today

Descriptions of SwAF tomorrow

The road map from today to tomorrow

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SwAF as an ”Enterprise System”

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Previous experiences of Architecture in the SwAF

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Reasons behind the brekdown

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WhenWHEN

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Demands later

To BeMeasures

GAP

Is

Enterprise

Resources

Demands until now

Required future statePresent stateHOW

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FMUP

CONOPS

TOEM

TTEM

SpecificationStandards

AcquisitionDocuments

Document basedCapability development

Model BasedCapability Development

Traditional and Model Based Capability Development

Legend: FMUP = Swedish Armed Forces Development Plan, TOEM = Tactical, Organisational, Economic Aim Document, TTEM = Tactical Technical Economic Aim

Document

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Who + Where

Operational Personnel 1000 (SwAF), 500 (FMV)

Management and Middle Management

200 (SwAF), 100 (FMV)

Executive Decision makers 11 (SwAF), 40 (FMV)

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The number of people that are influenced by the change in the SwAF HQ and at FMV

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Who + Where

Strategy and business alignment Influenced in SwAF and at FMV

Processes Mainly in the early phases and for doing decisions on route ahead. New methods are introduced.

System support and technology New tools and technical capabilities are required.

Organisation, roles and responsibility Increased transparency, roles that isn't needed anymore. New roles.

Culture and leadership ”Need to know” vs ”Need to share to win”

Other No ”Big Bang”. A gradual change

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Business areas that are influenced by the change in SwAF HQ and at FMV

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FOR WHO – EXACTLY WHERE

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Nordic Battle Group 2008

Sweden (2300), Finland (200), Norway (150) , Ireland (80) Estonia (50)

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Nordic Battle Group 2008major experiences

• Sweden has developed the capability to develop and lead complex multinational operations and exercises within the “political” EU framework.

• The high level of training and competence within the officers and soldiers has shown future potential with new personnel concept.

• NBG has been a driver for defence reform– Focus– Time and Deadlines Fixed– Mindset within AF and in political level changed (still more to do...)– Command and Control– Logistics– Joint Operations

• Experience reports are produced• An overall success!

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NBG 2008 challenges• Flexibility and expeditionary mindset

• Situation awareness and intelligence

• Deployment and logistics

• Athena mechanism and operations budget

• Common political – military understanding (nationally – internationally)

• Civil-Military cooperation, comprehensive approach

• Budget constraints

• Materiel and systems ready for training and operations

• Late and limited use of architecture related tools

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EA in SwAF

Step 1: STANDARDIZE OUR MISSION UNITS/SYSTEMSInformation interfaces,

Interoperability, Communication, Modularity, Logistic,

Maintenance, Training, Doctrine, Aim Documentation etc.

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EA in SwAF

Step 2: INCREASE USEABILITYExploit the standardization to

introduce new capabilities/combined mission

units more rapidly and to lower costs compared to today

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EA in SwAF

Step 3: EXPLOIT USEABILITY TO THE MAXIMUM LEVEL

Govern and optimize the operation of SwAF over time.

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Battle Group 2011• Force Commander is appointed:

– Brigadier General Stefan Andersson (Army)

• Experiences from NBG 2008 are being incorporated in the current planning

– Equipment (ready for use before training year (2010)

– Challenges addressed

– Early staffing of key personnel

• Nations participation: Finland, Norway, Ireland & Estonia

• 2000+ soldiers (of which 1600 are Swedish).

• Readiness level 10 days, Endurance 30 (1290) days

• One of the areas where we now are using MODAF and architectural work

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Recommendations

• Use a stable and established framework with belonging rules and principles.

• All models that are created in a state of ”No Rules Involved” for descriptions, design and life cycle management, will diverge in such a way that they need to me re-modelled when necessary rules are finally introduced. Something that will be costly. Very costly.

• NEC properties as e.g. flexibility, adaptively, modularity, interoperability and so on, requires a developed way of looking at the defence enterprise (service oriented) and new method and structural components.

• We must also get used to new words and be able to re-learn - but….• Data and information are strategic resources. Not only something that

could be presupposed to exist. Start to deal with data, meta data and information as strategic important assets for defence. To do that….

• We must invest in new competencies.

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What works

• Focus on your own daily business and capture and address its problems and challenges.

• Use a language that is understandable for decision makers and co-workers. Keep architectures in a tight leash.

• Make use of a developed information and communication strategy

• Exploit examples that are easy to understand and adopt

• Create sponsorship from executive level.

• Quit theorizing too much.

• Work!

• Don’t give up!

• Deliver results that are useful to the soldier and sailor

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A good architecture is a prerequisite for success!

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THANK YOU! THANK YOU! QUESTIONS!QUESTIONS!