The benefits of Business Modernisation activity are often selected on near term advantages, saving and efficiencies rather than adopting a maturity model approach where ROI and provision of required capability over the longer term is assessed.
Significant investment in Defence’s Management Information System (MIS) and associated Infrastructure including the supporting tools, software and training required to realise benefits from more efficient working practices is critical, and whilst good work is being done in the area of Future Logistic Information Systems (FLIS), and MODs transition to Cloud Solutions (Sharepoint) it is evident that these isolated projects and transformation initiatives do not contribute to, or form part of a larger maturity model.
The question therefore should not be what business modernisation investments should I make today? Rather, what business capability do the FLC’s require in 10/15/20 years’ time?
For MOD to successfully make the seismic change it desires and to counter the threats of tomorrow, it needs to approach this challenge in an analytical manner utilising defined, manageable and bounded phases.
“We would therefore highly recommend the design, development and mobilisation of a Defence Maturity Model that is coherent with Capability Maturity Model Integration (CMMI) methodology”
Although CMMI was developed by the software engineering institute, it is often used by large cooperation’s wishing to make strategic and radical changes which due to their magnitude or complexity need to be controlled through a roadmap approach or at the least, a series of tranches and controlled transformative stages.
If we acknowledge that Maturity Level One (ML1) on the diagram below, is the present Bechtel and PWC Managed Service Provision (MSP) transformation, then the vision of ML1 would be a “match fit” organisation that understands the need to optimise the way defence works and the strategic need for cultural change and operational excellence. Acceptance criteria would be pre-defined and a gate-process would be mandated whereby each strategic objective for ML1 is effectively signed-off prior to proceeding. Given the importance of the transformation it is also recommended that these “gates” are scenario tested and subsequently signed of at ministerial level.
By adopting a CMMI approach we believe that by focusing on the operational needs of the organisation over the longer-term the maturity model will help to separate localised project or functional need (and near-term gain) from delivering capability that will protect the nation’s future interests. The maturity model will assist in the deriving of strategic goals, targets and priorities and will furthermore provide a point of reference for appraising performance against plan.
The future state of ML5 being a highly specialized environment where adoption and exploitation of new technologies is common place and surveillance of the threat takes places continually such that through scenario modelling, new equipment can be delivered un-advertised and uncompromised before the threat occurs. This may initially sound unreachable for some and a long way from now chronologically but through progressive and controlled maturity model integration management this is possible.
One strategic benefit of CMMI is that it would facilitate causal analysis and longer-term cost benefits analysis, therefore preventing short-terms acquisitions of time-sensitive platforms and commodities such as Snatch Land-Rover and Watchkeeper . By understanding the strategic objectives and outputs required by our FLCs in the future, MOD will be empowered to develop a truly integrated and prepared force to meet the challenges of tomorrow.
Article by Gavin Mee and Rosie Tulloch, RINA
For more information:
https://www.theguardian.com/uk/2008/nov/01/snatch-land-rovers-army