Join int C4 In Industry ry Forum 01 October 2020 ADIESA - - PowerPoint PPT Presentation

Join int C4 In Industry ry Forum

01 October 2020

ADIESA Information Warfare Division – Joint Capabilities Group

This briefing is classified: OFFICIAL

Welcome to Country

I would like to acknowledge the Traditional Custodians of the land

• n which we are meeting today and pay my respects to their

Elders both past and present. I would also like to pay respects to the Aboriginal and Torres Strait Islander men and women who have contributed to the defence of Australia in times of peace and war.

Agenda

Summary

• 1. Introduction – MAJ Marcia Bird
• 2. Opening Remarks – COL Daniel Hartigan
• 3. ADIESA Remarks – Mr David Horton
• 4. COMSEC Industry Engagement Strategy Update – Mr Scotty Palmer
• 5. Warfighting Networks and Applications (WNA) – Mr David Antoney
• 6. Open Q&A
• 7. Closing Remarks – COL Daniel Hartigan

Menti/Q&A Instructions

• At various stages in the presentation Mentimeter will be used.
• When prompted please navigate to “https://menti.com” and enter

the code that will be shown at the top of the question slide.

• Your open and honest feedback is appreciated.
• Throughout the presentation you may also use the inbuilt Microsoft

teams Q&A to ask a question. These may be anonymous or not at your choice.

• All questions may not be answered however will be taken “on notice”.

Opening Remarks

COL Daniel Hartigan

ADIESA Remarks

Develop and promote an overall industry engagement strategy with elements of Defence developing, delivering and supporting Joint C2 capability: a. information exchange on emergent technologies, concepts and systems b. identify mechanisms to overcome impediments to C2 c. interaction between companies involved in Joint C2 and other elements of Defence involved in capability development and sustainment d. visibility of extant industry involvement with C2 elements, and coordinate collective involvement e. provide industry with insight into the capability challenges and Defence planning to meet those challenges.

COMSEC In Industry ry Engagement Strategy Update

COMSEC Industry Engagement Update

• Provide a COMSEC Industry Engagement Strategy update following on

from the Joint C4 Forum (14 Jul) and the feedback received from Industry.

• Strategy team working through key aspects and issues, in a

transparent and methodical process

▪ Introduce the DJC and project team ▪ Early stages of scoping activity ▪ Multiple Government and Defence Stakeholders ▪ JCG in partnership with ASD and CASG

• Outline key activities and terminology that provides basis of an

Industry Engagement Strategy.

Key Feedback from 14 Jul Forum

• JP9141 Ph1 has identified some key issues and potential
• pportunities for sovereign capability.
• The JCG aim is to work with industry to develop a viable and enduring

COMSEC capability. Critical to this effort will be Government engagement and buy in.

• There is a clear Defence need, and there is leadership support.
• JCG (through DJC) has commenced developing a COMSEC Industry

engagement Strategy.

• DJC and Project Team:

▪ DJC Leadership – Scotty Palmer, LTCOL Alice Dillon ▪ Project Team – Clive Lines, Ken Brownrigg and Mark Novak

Industry Feedback

• Joint C4 Forum (14 Jul) provided opportunity for industry feedback.
• Key comments…..

▪ Need for genuine, open, transparent engagement between Defence and industry ▪ Defence needs to provide industry with clear requirements and adequate lead times to build skills and capability ▪ Defence bureaucracy is slow, lacks agility in a rapidly evolving threat landscape ▪ Defence commitment to Australian industry is questionable…need to invest and ”walk the talk” ▪ Sovereign COMSEC capability will involve accepting greater risk ▪ Fixation on overseas sources of supply

• DJC intention is to seek continued industry feedback and seek a viable Sovereign Industry path forward

informed by:

▪ Industry Capacity and Capabilities ▪ Defence needs and requirements ▪ Australian Government “buy in”

Key Activities

• Defence and ASD are considering sovereign industry needs
• COMSEC Industry Engagement Strategy progressing

▪ Continue early stage scoping and key stakeholder engagement ▪ Seeking information from “5 Eyes” partners on industry experience ▪ Will seek specific information and industry feedback late 2020-early 2021 ▪ Draft COMSEC Industry Engagement Strategy – NLT End Q2, 2021

• Opportunity for both Australian and international companies to collaborate

▪ Aim to develop a viable, technologically advanced and enduring sovereign COMSEC capability and define the ‘COMSEC ecosystem’.

Key Terminology

• Government has provided clear direction on key terminology in 2018 DICP.
• Project team will adopt these definitions as they are critical to informing a

collective understanding to what sovereign means.

• Defence to consider capability and project needs on a case-by-case basis.
• Australian company - business with an ABN; Australian based company;

Australian board presence, skills base, capability and infrastructure…..

• Global defence prime with Australian subsidiary could therefore be classified as

Australian industry.

• Sovereign industry capability - Defence can have access or control over skills,

technology, IP, workforce or infrastructure that underpins a critical defence capability…..

An Indication of the next Steps

• Look to conduct broader Industry Engagement to assist in identifying industry perspectives,

capacity and capabilities. This is a “two way street”.

• Conduct research activities to inform how the ADO and broader security institutions might adapt

to technological challenges and define where opportunities might present for Australian Industry.

• Benchmark against some of our FVEY partners to determine potential approaches and options for

Australian Industry.

• Look at the complex issue of taking a sensitive capability and sharing information such as threat,

technology, needs and requirements data to the right stakeholders in a timely manner without compromising National Security.

• Looking at what governance mechanisms need to be established or enhanced within the

Commonwealth to support an Australian sovereign COMSEC capability.

With another update in early 2021 and initial strategy release end Q2 2021

Warfighting Network and Applications

Maturing the Deployed Network Convergence approach

Deployed Networks

• Many projects looking to improve ICT networks (IP based) and applications

for the war fighter to support Command and Control (C2)

▪ JP 9111 – Joint C2 - Applications ▪ JP 2221 - Multi National Information Sharing (MNIS) ▪ SEA 2273 – Fleet Information Environment ▪ LAND 4130 - National Information Environment – Land (includes Air Force needs)

• Up to 9 separate networks, ranging from Unclassified to SECRET
• Supporting Sovereign needs, 5-Eyes and N-Eyes interoperability.

Deployed Network Convergence

• Deployed Network Convergence endorsed by Joint Force Authority in 2019
• Move to alignment of projects commenced
• CIOG tasked to create Network Convergence - Common Support System

Evolution to WNA

ADF Concept for Command and Control – Military Problem Current Situation and Approach ADF Concept for Command and Control - Deductions

Standardise technical network architecture and sustain it in a way that accelerates innovation Develop a warfighting network that is survivable, resilient and focused on coalition (5EYES and NEYES) Warfighting occurs from both ‘fixed’ and ‘deployed’ Integration with OGOs, allies and non- traditional partners Rapid technological and scientific innovation Heightened competition in complex operating environment and contested communications Networks are highly centralised, potentially vulnerable and very difficult to remediate Multiple different network architectures cripples innovation and speed Overwhelming investment is towards multiple, single- Service, Sovereign, deployed networks

Product Line approach

Mobile Deployed Fixed Warfighting Applications Warfighting Platform Services Warfighting Compute & Storage Warfighting Networking & Gateways

Joint Maritime Land Air & Space Operating Systems, Containerisation, Service Mesh, Identity / Access Management, Management, Monitoring & Security End User Devices, Local Area Networking, Servers & Storage Routing & Routers, Wide Area Networking, Secure Communications, Cross Domain & Gateways

Technology is Necessary but not Sufficient

WNA Support Organisation

Mobile Deployed Fixed Support System

Warfighting Applications

Mission System

Warfighting Platform Services Warfighting Compute & Storage Warfighting Networking & Gateways

WNA Support Organisation

Warfighting Applications Product Line Warfighting Platform Services Product Line Warfighting Compute & Storage Product Line Warfighting Networking & Gateways Product Line WNA Shared Support Ops WNA Shared System Ops WNA Capability Management

“As a unified organisation, the WSO is strengthening Defence’s competitive advantage in the

• perational environment, through the effective provision of Warfighting Network and Application

capabilities and continual improvement of WSO operations.”

Core Operating Model

Defence ICT Warfighting Networks & Applications (WNA) Support Organisation Warfighting Applications Product Line Warfighting Platform Services Product Line Warfighting Compute & Storage Product Line Warfighting Networking & Gateways Product Line WNA Shared System Operations WNA Shared Support Operations WNA Capability Management

Defence ICT Enablers

Service Integration & Management

Defence ICT Enterprise & Common Services Warfighting ICT (Non-WNA) Cyber Security Information Management Enterprise Applications Enterprise Networks Enterprise ICT Delivery Enterprise Comms Enterprise Procurement Enterprise Finance Enterprise Governnce Enterprise Corporate & HR Tactical & Emerging Data Links Combat Radio Systems Mobile Ad Hoc Networks Hubbed Relay Platform Integration

Product Lines

WNA Product Line

Product Management Program Management Program Delivery Need Management Design Build Test Deploy Design Build Test Deploy Design Build Test Deploy Design Build Test Deploy Design Build Test Deploy Design Build Test Deploy

Milestone Milestone Milestone Milestone Sprint Sprint Sprint Sprint

Waterfall Agile DevOps

Verticals

WNA Shared System Operations

Solution Management Solution Architecture Process Management Assurance & Engineering IT Service Management

WNA Shared Support Operations

CLC Operations Procurement & Contract Management Budget & Cost Management Compliance Management Corporate & HR Management

WNA Capability Management

Portfolio Management Capability Architecture Government Approvals Change Initiatives

Enabling Concepts

• Industry Partners

▪ Clear responsibility for managing an element of capability, supporting and improving it.

• Performance Management Framework

▪ Focus on the delivery of value to warfighters.

• Multiple delivery methodologies

▪ Best fit to the situation.

• Service Integration & Management

▪ Consistent service management across operational environment.

Objectives for WSO

• Unified full life-cycle organisation
• Ability to:

▪ Support nodes: fixed, deployed and mobile. ▪ Capability: design, deliver, operate, maintain and support. ▪ Products: build, buy, enhance, remediate and/or rationalise.

• User (warfighter)-led needs
• Needs are responsive
• Life cycle (enhancement) = days – weeks
• Life cycle (new) = weeks – months

Where are we?

• Initial WSO created and pivot of projects teams commenced
• Focus on moving from project to product line approach
• WSO design and organisation change activities continue into 2021
• In parallel to BAU:

▪ Delivering capability – SEA 2273 Capability Build ▪ Sustaining existing system and C2 applications ▪ Prepare for Government submissions for JP9111/JP2221 and Land 4130 in 2021

• Existing JP9111 procurement is continuing based on previous ITR

▪ Focussing on engaging Strategic Partners to build and sustain Joint C2 applications. ▪ Provide the core industry support to the “Application” product line

• Development of the Industry Support and acquisition strategies to support the

mature WSO

Where are we / What’s next

Activity Scope Timeframe Tranche 1 WNA Joint C2 Applications Gov’t Approval Q3 2021 Delivery Q1 2022 - Q4 2022 Tranche 2 WNA Platform and Multi- National Information System Gov’t Approval Q2 2022 Delivery Q4 2022 – Q4 2024 Tranche 3 WNA National Fleet and Land Gov’t Approval Q3 2023 Delivery Q1 2024

• Initial Support Organisation

established

• Focus on project > product line

approach

• Maturing WSO design and organisation

change activities continue into 2021

• Prepare for Government submissions

for WNA (JP9111/JP2221 and Land 4130) in 2021

• Smart Buyer analysis commencing to

develop the Industry Support and acquisition strategies to support the mature WSO

WNA – Schedule

Jul 2020 Oct 2020 Jan 2021 Apr 2021 Capability Delivery Approvals

2nd Pass

WSO

Tranche 1 – WNA Joint C2 Applications Tranche 3 – WNA Fleet and Land Tranche 1

Jul 2021 Oct 2021 Jan 2022 Apr 2022 Jan 2023 Oct 2022 Jul 2022

Tranche 2 – WNA Platform and Multi-National Information System (5EVEY and N-EYES)

Apr 2023 Oct 2023 Jul 2023

2nd Pass 2nd Pass

Tranche 2 Tranche 3 Established Maturing Existing C2 Application Sustainment Mature Continual Improvement Existing MNIS Network and Gateway Sustainment SEA 2273 Deployment

Industry Feedback

Thank you for your candid feedback at the last session to our question:

“In your opinion, what does Defence need to change to achieve the WNA outcome?

Themes / Topics: # Comments Themes / Topics: # Comments Delivery Model 8 People 4 Governance and Management 5 Process 23 Risk Management 2 Technical / Architecture 11 Industry Engagement 21 Scope 5 Commercial 4 Leveraging Allies 3 Security Accreditation 2

Delivery Model

Defence can't split acquisitions into micro pieces - the recent deployed sustainment is the opposite of what you propose in these slides from an industry perspective Current decision making doesn’t support industry Defence can't see itself as the PSI Defence does not have ability to be a PSI Delivery model ADF and Defence are not agile enough to maintain an advantage in the field of communications and information technology. Single support solution designer

• Product based delivery

model

• No single PSI
• Defence manage integration

points

• Multi-speed model

▪ apps faster, military platform integration slowest ▪ not a one size fits all

• Single support solution

across WNA is the goal

Governance and Management

Walk the talk Governance rigidity Co-operation between providers in the operational space. Approval process does not keep up with ICT Defence is on the right track... need to build momentum

• Developing Governance

model to devolve decision responsibility to lowest level possible

• Move towards a

continuous funding model rather than periodic big bang approvals

Industry Engagement

Strategic partnerships to allow industry to be involved in the planning and not just asked to execute and implement Engage SMEs not just the primes Seek thought leadership from industry Don’t specify solution, but issue requirements and seek innovative solutions. Engage with Capability leaders Don’t discount the power of SME’s and the benefits they bring Less detailed planning and earlier engagement with industry- we have solutions! Central architectural Strategic partnership that involves industry Allow broader industry engagement from SMEs earlier and more access. Better engagement and time to engage / respond SME engagement rather than perceived low risk engagement of Primes Broad based consortium model not just a PSI needed Practical and informed industry engagement Better Engagement with Industry Talk to Industry and ask their advice. and get them involved in regular scheduled catchups that are co-ordinated

Industry Engagement

Industry engagement model. Continued communication. more sme engagement Continuous Industry Engagement Forum with Warfighters Engagement with SMEs - and unearthing sovereign capability that is currently under utilised in defence programs Support small SMEs, move outside MSPs and Primes Increase trust in industry's ability to deliver Don't let the big Primes and international companies tell you it can't be done! The framework seems to make sense and provide a capability edge. It just might not be what they are trying to sell!

• WNA requires mix of

industry: SME, product vendors, services, specialist services, SI.

• Message has been heard.
• CIOG is developing the

Industry Engagement Model

Process

CIOG has a hammer, be careful of just looking for nails Focus on agile adoption Make hands-on user trials the major determinant of Applications awards, rather than paper-based RFT processes. Agility to deal with tech refresh within a long term approach to developing local capability. Insufficiently agile Taking a more agile approach Adoption of modern ICT methods - lean, agile, human centered design etc

Use agile Structural and cultural barriers to adopting agile approaches Better incremental integration Need to accelerate acquisition process Co-ordination of technical governance across CIOG, Services, CASG, JCG Agility Systems Engineering + Technical Services

Process

• Industry Standards

▪ i.e. SaFE, Agile, Scrum. DEVSECOPS

• Right methodology for right

activity – not agile everywhere

• Engagement close to end

users – be able to adapt to needs faster

• Incremental delivery
• Just enough process…

change model must be quick and inexpensive to provide agile deployment abilities Use devops Become agile in deeds not words Support iteration User intimacy Mandated system reviews Agile contracting, and scaled agile approaches.

Scope

• Goal is clear: interoperability to

enable and enhance Joint C2 within the ADF and with our allies

• Alignment to Defence Strategy

Update 2020

• Standardised the common items

to focus on the complex issues

• Needs can be context

dependent

• Adaptable support system that

can be responsive to operational C2 needs

Clearly define goalposts Clearly defined capability requirements really understand the difficulties and complexities of this problem - The WNA strategy and scope is unclear. Given the Def Strat Update 2020, WNA thinking appears to be an over-rotation to Coalition Networks Poor communication of needs

Technical / Architecture

Clear architecture. Understand responsibilities for integration and interoperability Need to consider existing systems on the networks for achieving desired goals. Central architectural Strategic partnership that involves industry Stop looking at single pipe capability

• acquisition. Seek integrated solutions instead

Agnostic architecture Clear separation of platform and applications; applications mandated to run on platform

come up with a way to integrate industry secure networks into defence secure networks Recognise the limitations of embracing an isolated app-by-app approach to the necesssarily-integrated Joint C2 need space ADF and Defence lack knowledge and experience of emerging technologies, capabilities and trends. Standardisation. Don't forget about the application integration otherwise its just going to turn into an ICT program

Technical / Architecture

• Leverage Defence Enterprise ICT architecture and standards
• Cognisant of allies approaches and interoperability needs
• Standardisation of the platform to drive interoperability and

commonality for support

• Minimise point product variations in the platform
• Provide environment for hosting legacy, FMS and sovereign built

applications

• Focus on application, application integration and data needs of Joint C2

Next steps?

• Next level of detail on WNA concept and establishment of WSO is

with CIOG as the delivery organisation

• JCG will support them to provide a briefing on the Industry

Engagement Strategy when ready for release.

Break

Prior to the Q&A starting we will take a 10 minute break to get prepared.

Q&A

Please ask your questions through the MS Teams and we will answer as many as we can get through. Those not answered will be taken on notice.

Joint C4 Contacts

COL Daniel Hartigan Director Joint C2 Joint C2 Branch Joint Capabilities Group Daniel.Hartigan@defence.gov.au MAJ Marcia Bird Deputy Director Joint C2 Joint C2 Branch Joint Capabilities Group Marcia.Bird1@defence.gov.au Mr Scotty Palmer Director Joint Communications Joint C2 Branch Joint Capabilities Group Scotty.Palmer1@defence.gov.au

Closing Remarks