name of entity 1. the singapore ministry of defences corporate it (cit) approach to enterprise...

Name of entity 1

The Singapore Ministry of Defence’s Corporate IT (CIT)

Approach to Enterprise Architecture

Lim Han Chiew

Programme Manager,

DSTA Masterplanning and Systems Architecting

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Disclaimer

Views expressed in this presentation are solely that of the speaker's and shared

in the spirit of knowledge exchange

They do NOT necessarily represent MINDEF's views

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Presentation Agenda

Motivation for Enterprise Architecture The MINDEF Enterprise Architecture Framework MINDEF’s Business Transformation Approach Leveraging on Model-Driven Architecture

Technology Challenges, Lessons Learnt and Benefits

MINDEF – Ministry of Defence, Singapore

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Brief Overview of the SingaporeMinistry of Defence (MINDEF)

MINDEF’s Mission

To enhance Singapore’s peace and security, and should deterrence and diplomacy fail, to secure a swift and decisive victory over the aggressor

Conscript Armed Forces– 2-year National Service for all males at age 18– 350,000 Active, NS and Regulars– Reserve Service

Annual duty of up to 40 days till age 40-45

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MINDEF & SAF Mission Areas

Cross-Mission Area ForumCross-Mission Area Forum

Governance via SAF ForumsGovernance via SAF Forums Governance via MINDEF CIO ForumGovernance via MINDEF CIO Forum

Operational Mission Area (OMA)

(Command & Control Domain)

Corporate Business Mission Area (CBMA)

(CIT Domain)

Defence Information Infrastructure Mission Area (DIIMA)

(IT Infra, KM, etc.)

SAF - Singapore Armed Forces

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Motivation for Enterprise Approach - The Enterprise System (ES) for Logistics

Navy Logistics MIS

Airforce Logistics MIS

Procurement MIS

Finance MIS

Army Logistics MIS

CapitalAcquisition

System

ESTowards Effective Integration of Business, Processes & Information across MINDEF and the SAF.

A cost-effective common business ecosystem that works coherently and can adapt to changes quickly as a whole.

Joint Logistics MIS

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Enterprise Process Harmonisation & Standardisation

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MINDEF Success Story in EA - ES Achieved a high degree of standardisation of processes > 90%

common across all three Services and Joint Units– Streamlined operations and saved > $80m in IT capital

costs– Created a strong Corporate/Tri-Service data environment– Enhanced process integration & information interoperability

Achieved significant gains in combat effectiveness and operational efficiency through the adoption of commercial best business practices and common, integrated, end-to-end business processes

Provided the starting point for developing a shared information environment across MINDEF/SAFSimilar approach to be taken for other

Enterprise-wide projects eg. e-HR

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MINDEF CIT EA Journey

Laying the EAFoundation

Driving BusinessTransformation

Building Up Architecting Capability

Towards EnterpriseIntegration

FY2006 FY2008FY2007 FY2009-10

iMBT

CommonModelling Language

EA ReferenceModels

EA Repository & Tools

CARAT(EA Framework)

CARAT - ACtionable ARchitecture FrAmework for MINDEF CIT

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Learning from the Building IndustryVision Architect's View s

Plum bing D rawing E lectrica l D rawing Structural D rawing

Engineer's View s

The Building & Construction industry has effectively bridged the gap

between business requirements and implementation through very mature and concise engineering

practices

The Building & Construction industry has effectively bridged the gap

between business requirements and implementation through very mature and concise engineering

practices

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Business-IT Alignment GapBusiness Architect's Views

Software DesignD atabase D esign N etwork D esign

System Engineer's Views

Vision

?

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Transform the Business First

Business Architect's Views

Software DesignD atabase D esign N etwork D esign

System Engineer's Views

Vision

Transform and Improve the Business Processes first before IT Investments

Transform and Improve the Business Processes first before IT Investments

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EA Driver - Business Transformation

Map

Common Architecture Language

OV-0

OV-5

OV-6

SVs

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Common Architecture Modelling

Language - Minimal SetBusiness Architect's Views

System Engineer's Views

Vision

OV-0

OV-1

OV-5 OV-2 OV-3

OV-6 OV-7

SV-1

SV-2

SV-4 SV-6

OV-4

SV-11

TV-1

OV-0: Defence Business MapOV-1: Concept of Operations OV-2: Ops Node ConnectivityOV-3: Info Exchange Reqts Matrix Info Exchange Structure OV-4: Organisation Structure ChartOV-5: Ops Activity ModelOV-6: Ops Activity Sequence & TimingOV-7: Logical Data ModelSV-1: Systems Interface SV-2: Systems CommunicationsSV-4: Systems FunctionSV-6: Systems Data ExchangeSV-11: Physical SchemaTV-1: Technical Standards Profile Recommended ViewsCore Views

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Business-IT Alignment

OV-0Defence Business Map

OV-5 (What)Operational Activity Model

OV-6 (How)Operational ActivitySequence & TimingDescriptions

Technical ModelImplementation Tier

BusinessReference

Model

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AVATAR(EA Repository)

Common EA Repository

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EA Directive - Effective 1 Apr 08

Policy for Development and Management of CIT EA

* States the role of Business Owners in the overall CIT EA planning and development

* States the role and delivery of Ops Manager and Project Management Team in project development

* Specifies the list of architecture models to be delivered

* States the Governance and Compliance Requirements

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Architecture Views SubmissionRequirements

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The Integrated Methodology for Business Transformation (iMBT)

Stakeholders Tools & Template

Process

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IT Governance Structure

Defence Business Map

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OV-0 Defence Business Map

Single High Level View of MINDEF’s Line of Business (LOB) for Investment Prioritisation and Identification of Opportunities for Cross-LOB Collaboration

Single High Level View of MINDEF’s Line of Business (LOB) for Investment Prioritisation and Identification of Opportunities for Cross-LOB Collaboration

Line of Business

BusinessFunctions /Capabilities

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OV-5 Activity Models

OV-0

OV-5

OV-62nd-level OV-5

OV-5 Activity Node Tree

1st-level OV-5 OV-0

Business Value Chain showing the inter-dependencies among business functions and the stakeholders involved

Business Value Chain showing the inter-dependencies among business functions and the stakeholders involved

IDEF0 Notation

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OV-6 Activity Sequence & Timing Descriptions

OV-0

OV-5

OV-6

OV-5

Preparation of 18-month workplan

required

SYS

Input major activ itiest imeline

ePlanning

Major activ itiescreated

De-conf lict trainingAct ivit y

T raining Activ ityde-conf licted

Endorse andapprove Army

Integrated TrainingWork P lan

Army IntegratedTraining WorkPlan approved

TrainingPol icy

TrainingContro ller...

TrainingContro ller...

T raining WorkplanP lanners

TrainingPol icy

Arm y Level Forum

Activitiesparameter

Last Y earWorkplan

Train ingRequirem

ent

Training Act ivit ychange required

Cons ol idated Arm yIntegrat...

Army IntegratedTraining Work

Plan not approved

ArmyIntegratedTraining. . .

ArmyIntegratedTraining. . .

Res ource Web

P

ScheduleDivision

Workplan

Train ingB udget

Al location

Ac tivi tyCost

Informat...

Tra in ingPriority

Train ingPriori ty

Uni tTraining

Sy stem ...

SYS

Dissem inate to DIVsand SSSO HQs

Army IntegratedTraining Work

Plan disseminatedto DIVs and.. .

ePlanning

OV6-ET-Schedule Army WorkplanLast user: fm_plihyenLast change: 6/22/09 6:58:32 PM

EPC NotationOV-6

ScheduleArmyWorkplan

ET.1.1.1

ScheduleDivisionWorkplan

ET.1.1.2

ScheduleBrigade/UnitWorkplan

ET.1.1.3

Las t Year Workplan

Training Requirement

Training Controller (COTB)

Training Workplan Planner

Training Policy

Army Forums

ePlanning

Consolidated Army IntegratedTraining Workplan

ePlanning

Training Policy

Training Workplan Planner

Div ision/Format ion workplan

Training Policy

Army ForumsTraining Workplan Planner

ePlanning

Training Budget Allocat ion

Training Budget AllocationActiv ity Cost Information

Act iv ity Cost Inf ormat ion

Act iv ity Cost Inf ormat ion

Training Priority

Training Priority

Unit Training System / Sy llabus

Unit Training System / Sy llabus

Brigade/Unit workplan

Multiyear Workplan

Army Integrated Training Workplan

OV5-ET-Schedule Workplan

Last user: fm_plihy enLas t change: 6/22/09 6:52:56 PM

Detailed business processes showing how business operations are to be conducted

Detailed business processes showing how business operations are to be conducted

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MINDEF’s Business Transformation Governance Structure

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The Integrated Methodology for Business Transformation (iMBT)

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Business Transformation Projects in 2008

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Value Proposition: ReuseLogistics & Finance Business Processes Building & Infra Business Processes

Medical Business Processes

30 Scenarios reused out of 35 Scenarios

18 Scenarios reused; 5 to be enhanced

114 Scenarios

AVATAR

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Moving Forward - Executable Architecture

Business - IT Alignment

AVATAR

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Model-Driven Architecture - From AVATAR to ORACLE

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Model-Driven Architecture for CIT Environment

Challenges in the EA Journey Establishing and institutionalising a new architecture

language has helped but buy-in is difficult to sustain– Frequent changes in leaderships and operation

managers– Value of EA models to the business and technical

people is not always apparent– Ownership and update of the EA models remain a

problem– EA tool limitations and integration gaps impede

acceptance – New business analysis competency needed

EA Tools are important but they also present problems due to their limitations

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Lessons Learned in the EA Journey

Governance – There is a risk of over-governance with too many

forums– Submission of the EA views and the governance

process need to be closely integrated with the system development process

Architecture Modelling– The choice of the model notation is important. Some

are more difficult to visualise and comprehend– Setting up a central modelling facility was a good way

to bring the EA models together but the effort is seen as separate from the system development process

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Benefits of the EA Efforts

Despite the challenges, the following benefits were achieved:– The formal top-level management structure has

ensured that there is executive support– The lower level governance structure put in place was

able to facilitate the needed business-IT alignment– Achieved reuse of business processes resulting in cost

savings– The common architecture language has helped to

facilitate understanding across all stakeholders

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Way Ahead

Focusing on Enterprise Integration– Develop the Enterprise Data Reference Model– Develop the Service Reference Model– Develop the Performance Reference Model

Strengthening the current EA Foundation– Improved Governance and Compliance

Realising the Model-Driven Architecture approach in system developments

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iMBT Phase 1

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iMBT Phase 2

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iMBT Phase 3

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New Competencies and Roles

OV-6

Business A nalyst Process A rchitect / D eveloper

Business BPM Technical BPM