NATO CALS OFFICE BUSINESS PLAN 2001 - 2002

Mission:

To enhance the ability of NATO to operate in a coalition environment through the sharing of information in all phases of the defence system lifecycle, enabled by the use of improved processes, and practices, application of international standards, advanced tools and technologies, and increased co-operation with industry.

Objective:

To provide a coherent information framework (as a part of the overall NATO information architecture) that enables information sharing between the differing national approaches to acquisition and logistics to facilitate multi-national development, production and sustainment of NATO defence systems.

Introduction:

The NCO 2001/2 Business Plan represents tasking and activities which support the Transition of the NATO CALS activity to the CNAD-endorsed formation of a CNAD Partnership Group on Life Cycle Integration. The Business Plan provides the NCMB with oversight of the deployment of NCO resources, and will act as the formal reporting structure.

The NCO is a valuable resource; it is essential that this resource is meaningfully deployed against those tasks and activities which will develop a firm foundation for the CPG and ensure a smooth transition of responsibility from the NCMB as a steering committee to the expanded responsibilities of the CPG. 

 Inevitably there will be a period of time after the CPG startup in which the administrative focus will be on establishing membership and roles of the group. The Business Plan therefore focuses on those activities which:

At the same time, the Business Plan provides a structure within which new activities can be sponsored and monitored by CPG mechanisms (such as Ad-Hoc Working Groups), or can be expanded by the voluntary addition of resources from new members of the CPG.

The Business Plan Structure:

The format of the Transition Proposal suggests the following structure :

 

Underneath the Plan structure are roles, each containing tasks and activities supporting the role. These may therefore be seen as Task Blocks. This structure easily supports the addition of new tasking and activities, and clearly relates such tasks to the appropriate CPG role. It also provides the structure against which NCO tasking and progress can be assessed.

Life Cycle Integration Policy:

At present is that there is no CPG Life Cycle Integration policy. This document is envisioned to provide the framework wothin the CPG will operate.To ensure a smooth transition, the NCO, under NCMB sponsorship, will draft and manage the policy document untill the CPG is in position to take ownership.

Task Initiation:

A lead NCO member will be assigned to each task sponsored by the NCMB. He will develop a detailed description of the tasks, identify expected outcome and deliverables and produce a project plan that depicts the activities, milestones and resources required.

Task Visibility and Reporting:

The NCO 2001/2 Business Plan will be available on the NATO CALS website as an HTML document, linking all tasks to a project plan containing relevant milestones and resources in summary format. Theree will also be links to relevant documents and work in progress. This will greatly simplify NCO progress reporting, as tasks will be reported against meaningful milestones and events in an agreed format.

Summary:

This document describes a new way of working for the NCO. It provides greater clarity and visibility of the activities undertaken and the outcomes to achieve. This format is flexible enough to allow new tasks and activities to be added, either by the NCMB or by the CPG, and can be applied either to NCO or Ad-Hoc Working Group tasking. It also provides a robust means of monitoring progress against objectives.

Key External Factors

Closely coordinated planning and dynamic working relationships with NATO and National agencies will enhance the successful implementation of this Plan. The NCO will continue to represent the NCMB Information Management community. This participation will allow  NATO life cycle Integration collaboration with other agencies on information management projects of common interest to achieve economies of scale and facilitate communications and sharing of information Government wide.

Role 1:

Develop and publish NATO policy and strategy on life cycle integration (LCI) that identifies the objectives and the management mechanism to ensure a comprehensive through life approach in the management of technical information related to a Defence System.

A concerted effort is needed to define and implement an LCI policy that ensures that NATO's IT investment cover the exigencies of implementing the LCI concept. The challenge is complete Information Fusion: the timely and accurate access to and integration of technical data across units and combat support agencies throughout the NATO/NATO Nations providing reliable asset visibility and access to logistic resources in support of the warfighter. 

TASKS:

1.1    

Establish the NATO policy that identifies the objectives to be achieved and the significant goals to be accomplished related to LCI.

1.2     Prepare and maintain the strategy that implements and is consistent with the established policy on LCI describing the critical success factors.
1.3    Assess the impact of the implementing strategy to identify how NATO must react to achieve its objectives.
1.4    Review periodically the LCI policy and strategy to confirm their continuing suitability, adequacy and effectiveness and make changes as appropriate.

SUCCESS MEASURE:

Role 2:

Establish and maintain an information framework for LCI within NATO.

The composition and nature of present day systems contains, is modelled by, and/or is supported by computer technology. This increasing utilization of the computer and software has led to new opportunities but also to new problems. As a result, the combination of hardware, software and humans has increased system complexities to an unprecedented level. There are several factors contributing to these complexities. Some are due to the inherent differences among hardware, software and humans. Others are essentially due to a lack of harmonization and integration of the involved disciplines such as science, engineering, management and finance. This situation has created difficulties in the management, engineering and sustainment of systems. There is a definite need for a common framework that can be used to improve communication and co-operation between diverse disciplines and enable modern systems to be created, utilized and managed in an integrated, coherent fashion.

TASKS:

2.1    Define and document, using a process analysis methodology, the NATO DS business environment (NATO Defence System Through Life Business Model) and the information requirements to support each process identified.
2.2    Define and document the NATO Physical Data Architecture, which supports the NATO DS business environment.
2.3    Define and document the technical infrastructure as part of the Information Architecture.
2.4    Establish necessary guides and handbooks to support the information framework for LCI.
2.5    Actively follow the International standardization work in order to assess how emerging initiatives within the standardization area could affect the current Information Architecture.

SUCCESS MEASURES

Role 3:

Provide leadership in the development and implementation of LCI concepts within NATO.

Development and implementation of LCI concepts cannot be left to a single body but can only be successfully implemented  if leadership is taken by a high level body (LCI CPG) with the capacity to influence all organizations involved in LCI related processes.  

TASKS:

3.1   

Assist NATO bodies and Nations to adopt and implement LCI concepts.

3.2   

Extend the use of existing NATO LCI concepts/products /services by active business change agents in NATO, National and Multinational projects to accelerate the implementation of LCI.

SUCCESS MEASURES

Role 4:

Maintain awareness of technological advancements and anticipate the future needs of NATO with respect to LCI.

The numerous methodologies, systems and processes that currently exist often significantly limit the ability to seamlessly communicate with other organizations and/or access information needed to accomplish NATO LCI mission. Technological advances developed for systems and processes needs to be identified and analyzed. Implementation of the agreed-upon standards may require changes in system processes that are not presently planned or funded. Infrastructure requirements will be analyzed to develop a migration plan. 

TASKS:

4.1    National LCI CPG representatives engage in information exchange activities such as, providing presentations at CPG meetings and distribution of materials and information gathered at various conferences.
4.2    Maintain awareness of technological developments and potential application through close liaison with industry.

SUCCESS MEASURES

Role 5:

Co-ordinate CNAD LCI initiatives with other NATO bodies.

In order to improve co-operation and collaboration among organizations dealing with the management of DS technical information, avoid duplication of effort and cost-effectively meet NATO's needs, working relationships have to be identified and mechanisms established that promote sharing, co-operation and collaboration within the whole NATO community.

TASKS:

5.1   

Identify, assess and support other NATO bodies initiatives related to LCI.

SUCCESS MEASURES

Role 6:

Establish methods and guidance for implementation and use of end-state and process metrics within the context of LCI policy.

Measurement needs to be viewed as a process for obtaining vital insight into progress, products and/or processes being developed and used. The performance measurement system should provide a description of the key elements to evaluate each business area and process, and summarized data that helps decision-makers to obtain clear insight into the progress toward implementation of LCI. 

TASKS:

6.1   

Define and implement the control mechanisms to assess over time to what extend LCI policy  continue to meet NATO's expectation.

6.2   

Establish NATO policy on the use of metrics within programs and projects.

6.3   

Establish Metrics Framework for the use within NATO. 

SUCCESS MEASURES

  • Publish NATO Policy on the use of metrics within programs and projects by October 2002.
  • Publish a NATO Metrics Model by October 2001.

Role 7:

Manage the transition of activities, products and skills from the NCO and NCMB to the new CPG.

In order to protect the continuity of effort and product support, currently provided by the NCO, methods and procedures need to be established, during the transition period, as a vehicle to complete the transfer of activities and products from the NCO and NCMB to the new CPG.  

7.1   

Manage the transition of activities, products and skills, from the NCO and NCMB to the new CPG. 

SUCCESS MEASURES

  • Complete transfer of NATO CALS activities and products to the new CPG by December 2002.

 CPG/NCMB and NCO management.

TASKS:

A.1    

Provide effective support to the CPG/NCMB.                                           

  • Prepare and issue Agendas and supporting papers at least 2 fully weeks before meetings ensuring correct reference in the Agenda.
  • Assist the CPG/NCMB Chairman and Members to make meetings productive.
  • Prepare and issue accurate and concise Decision Sheets for Chairman’s and Members clearance within 15 working days of the meeting.
  • Ensure the availability of both English and French languages in CPG/NCMB meetings and Decision Sheets.
  • Act as focal point for information exchange between meetings.
A.2     Operate a budget management system which meets the needs of the NCO, the NCMB and the NATO Financial Controller.
  • Propose and, once approved, publish the Annual Budget.
  • Effectively control and report expenditure over the year.
  • Generate appropriate proposals for the use of additional funding, for consideration by NCMB.
  • Prepare consolidate tech studies expenditure plan for NCMB decisions on future priorities.
A.3    Support the existing NCO IT systems, implementing improved procedures for backup and virus protection.
  • Procure backup, virus, M/S Project Software.
  • Review current H/W and S/W and assess possible cost/benefit upgrades.
A.4   

Identify and attend training or conferences as required to develop skills needed within the NCO and keep current with relevant developments. Attendance to be approved by NCO Manager and reported to NCMB in Progress Reports.

A.5   

Maintain closes links with national NCMB Members and POC and assist them on LCI issue.

A.6   

Support Transition WG activities.

 

Revised: 23/02/2001