DEVELOPMENT OF A BUSINESS
CONTINUITY PLANNING
FRAMEWORK ACROSS THE DMO
– CHALLENGES & HURDLES
Paul Mulholland
Asst Director HR, Security and BC
professionalise | re-prioritise | standardise | benchmark | improve industry relationships and industry performance | lead reform
ABOUT DMO
• The DMO is a prescribed agency under the Financial Management and
Accountabilities Act 1997 (FMA Act) from 1 July 2005;
• The Defence Material Organisation (DMO) buys and maintains
equipment for the Australian Defence Force (ADF);
• On Defence’s behalf, the DMO manages over $46Bn of physical
assets and inventory representing 64% of Defence’s total assets and
approximately 37% of the Government’s non-financial assets; and
• DMO currently employs over 7,000 staff across Defence precincts,
bases and establishments located in Australia and overseas.
DMO STAFF - AUSTRALIA
• Over 7000 staff in Australia and Overseas:
ACT
Canberra
NSW
Sydney
Bungendore
Nowra
Orchard Hills
Penrith
Richmond
Williamtown
VIC
Melbourne
Bandiana
Benalla
East Sale
Laverton
Monegeetta
Puckapunyal
QLD
Brisbane
Amberley
Cairns
Carbalah
Maryborough
Oakey
Townsville
SA
Adelaide
Edinburgh
Tasmania
Launceston
NT
Darwin
Alice Springs
WA
Perth
Exmouth
Rockingham
DMO STAFF - OVERSEAS
• Overseas locations where DMO has Australian Public Service or ADF
staff employed:
FRANCE
Bordeaux
Marignane
GREAT BRITAIN
London
Shrivenham
Didcot
Boscombe
SPAIN
La Coruna
Madrid
CANADA
Ottawa
Mirabel
UNITED STATES
Huntsville
China Lake
San Diego
Marietta
Patuxent River
Detroit
Wright Patterson
New Cumberland
Philadelphia
Clarkesville
Fort Worth
Greenville
Dahlgren
Crystal City
Washington D.C.
Seattle
Edwards A.F. Base
Maryland
Rhode Island
Robins
DMO – GLOBAL OPERATIONS
WHO ARE WE? - DMO
• The DMO’s first priority is to provide equipment and support for ADF
units deployed on operations;
• To meet the demands of the ADF, the DMO must deliver equipment
and services on time, on budget, and to the required levels of
capability, quality and safety;
• The DMO’s relationships with industry suppliers are critical to
performance; and
• With a cash budget of more than $9 billion this year, the DMO is
managing over 180 major capital equipment projects and over 90
minor projects, it also sustains and upgrades over a hundred existing
fleets and signs approximately 3,000 contracts of $100,000 or more a
year .
ACQUISITION & SUSTAINMENT
HMAS Perth conducting Anti-Ship Missile
Defence Sea trials off the coast of WA.
HMAS Collins enters Sydney Harbour
(The Govt has announced $214m to go to
further studies/analysis for the future
submarines project.)
BCM IN THE DMO
BCM IN THE DMO
• The DMO Business Continuity Planning Framework is governed by,
and operates under, the Continuity of Defence Operations (CoDO)
BCM Framework;
• The CoDO BCM Framework subscribes to the standards set out in the
Business Continuity Institute's (BCI) Good Practice Guidelines (2010)
and draws on the six BCI principles for approaching business
continuity management;
• A broad standard BCP template has been developed by CoDO for use
at a Group/Service and Base/Precinct level; and
• DMO has tailored this CoDO Template to reflect the DMO hierarchal
structure from a Head Office (HQ) level, to DMO Divisional level and
even down to DMO Regional Elements/Resident Unit levels.
BCM IN THE DMO - CHALLENGES
• Geographically scattered project elements, personnel and suppliers
including across Australia and also international;
• To some extent there are many differing chains of command (i.e. DMO
elements located on Defence establishments/bases are ultimately
responsible to the Senior ADF Officer or Base Support Manager, but
also operate under their parent Divisions);
• Strict security classifications and protocols applied to DMO operations
and personnel - particularly with relation to ADF global operations; and
• Given the size and varying scope of DMO activities - Business Impact
Analyses (BIAs) required at differing levels including Strategic and
Operational.
BUSINESS IMPACT ANALYSES - DMO
•
Strategic BIA conducted in 2009 and identified DMO’s critical outputs to be:
– Sustainment activity in support of deployed ADF assets; and
– Rapid acquisition for Joint Forces capability.
•
A DMO Operational BIA was conducted in two stages in 2011 and a total of 30
essential functions that support DMO’s critical outputs across 11
Divisions/Groups were identified and prioritised including:
–
–
–
–
•
7 x Priority 1 functions (MAO of 0 – 4 hours)
7 x Priority 2 functions (MAO of 4 hours – 2 days)
9 x Priority 3 functions (MAO of 2 – 7 days)
7 x Priority 4 functions (MAO of 7 – 21 days) and
Functions with MAOs of greater than 21 days were not considered.
DMO BUSINESS CONTINUITY PLAN
• The two DMO Critical Outputs (Sustainment & Acquisition) identified in
the Strategic BIA are managed at the DMO Canberra Defence Precinct
level (or the ‘HQ’ level) by the DMO CDP BC Command Team which
includes senior DMO executives authorised by the CEO DMO;
• The 30 essential functions identified in the Operational BIA that support
the critical outputs are managed at the Divisional and Group level(s).
Currently there are 11 Divisions and Groups identified that have
responsibility for these 30 essential functions; and
• It should be noted that critical activities that support the 30 essential
Divisional/Group functions may be undertaken by outposted
Divisional/Group elements at the Regional or Resident Unit level (i.e.
they may be undertaken on regional Defence Establishments, Bases or
Office Precincts).
DMO - HQ, DIV & REGIONAL BCP MODEL
DMO Canberra Defence
Precinct – HQ BCP
CDP elements of Divisional BCPs included as enclosures to the DMO CDP BCP.
Full Divisional BCPs (including Regional Elements/Resident Unit BCP enclosures) will be held/maintained by each Division
with copies provided to DHRSC so all DMO BCPs are held in a central HQ location.
Divisional BCP
Regional Element/Resident Unit BCPs
Included as enclosures to parent
Division’s BCP.
Divisional Regional
Elements/Resident Unit
BCPs
Divisional BCP
Regional Element/Resident Unit BCPs
Included as enclosures to parent
Division’s BCP.
Divisional Regional
Elements/Resident Unit
BCPs
Divisional BCP
Regional Element/Resident Unit BCPs
Included as enclosures to parent
Division’s BCP.
Divisional Regional
Elements/Resident Unit
BCPs
Divisional Regional
Elements/Resident Unit
BCPs
DMO - HQ, DIV & REGIONAL BCP MODEL
• HQ, Divisional & Regional Elements/Resident Units model provides a
hierarchal structure where, if an incident occurs, all essential functions
are maintained and/or recovered by the function owners;
• It also provides a monitoring and reporting mechanism back to DMO
Head Office so senior executive and ADF personnel can escalate
response strategies if, and as, necessary;
• When completed, the model can be interrogated and data extracted to
determine baseline data on:
– Identifying all essential personnel, contact details, locations and
activities;
– Mapping critical functions by locations; and
– Analysing and identifying potential critical points of failure.
DMO BC ESCALATION CHART
DMO BCT- COMMAND
TEAM (CDP)
SIGNIFICANT CDP
INCIDENT
CDP BASED INCIDENT
MONITORING/REPORTING
DIVISIONAL INCIDENT
DMO DIVISIONAL BUSINESS
CONTINUITY TEAM LEADER
DEFENCE INCIDENT
MGT TEAM (DIMT)
BCM IN THE DMO
MONITORING/REPORTING
DMO REGIONAL ELEMENT/
RESIDENT UNIT BC TEAM LEADER
DMO REGIONAL ELEMENT/
RESIDENT UNIT INCIDENT
HQJOC JCC
LOCAL/REGIONAL
INCIDENT
ESTABLISHMENT/BASE
INCIDENT
BSM/SADFO
BCM IN THE DMO
SIGNIFICANT CDP
INCIDENT
DMO BC Command Team
Leader & Command Team
CDP INCIDENT
Monitoring/Reporting
DMO OPSO
DIVISIONAL INCIDENT
DEFENCE INCIDENT
MGT TEAM
DMO DIV BC Team
Leader
Monitoring/Reporting
HQJOC
DMO Regional/Resident
Unit BC Team Leader
REGIONAL INCIDENT
LOCAL/REGIONAL
INCIDENT
ESTABLISHMENT/BASE
INCIDENT
BSM/SADFO
CHALLENGES TO BCP MODEL
• Need to embed and maintain awareness of BCM into the culture of the
organisation;
• Need to encourage executive buy-in and if possible have senior
executive(s) champion the necessity for effective BCM;
• Need to develop system to manage the constant turnover of DMO and
ADF staff (e.g. postings, promotions, changing environments);
• Cooperate and operate in what can be a highly secure environment;
and
• Employ constant review and testing mechanisms to ensure BCM
remains current, relevant and captures any changes.
BCM IN THE DMO – QUESTIONS?