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Business Network Analysis™ Department of Defence Case Study
Cheryl DurrantGraham Durant-Law
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Scope
• Context• Why we had a problem & what we did
about it• Business Network Analysis-Methodology• Business Network Analysis-Results• Learning & Adapting• Where next?
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Context –complicated & large…
• Four key outputs– Policy Advice, Intelligence Services, Joint
Capability, International Engagement• Secretary + CDF & 15 Band 3 Level Group
Heads (3* Chief of Capability Development)• Approx 22 Billion Dollar Annual Budget & 45
Billion Major Capital Acquisition Budget (Defence Capability Plan 2006-16 Public version)
• About 100,000 employees including permanent ADF, Reserves & APS
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The Problem
• Decision-makers did not have the knowledge they needed to make rational decisions.
• They asked questions like….– What is the impact on other projects of
deleting project x from the capability plan? – How do we link our capability to our strategy?– Do we have a study to back up that analysis?– Are our people talking to each other?
Basically we had a knowledge management problem.
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Visualising the Solution Space
InformationManagement Analysis Presentation &
Decision
Business Model for Capability Environment
Agreed Interfaces with Other Environments
Business Network Analysis
People Stuff-Culture, Skilling, Learning,
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The Business Network Analysis (BNA™) Assignment
211 projects = value $45bn = 104 interviews
Seeing a portion of Defence’s Project/Capability Eco- System
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What is Business Network Analysis™?• Business network analysis
(BNA™) is a diagnostic methodology that elicits the capacity of an organisation to effectively engage in its activities.
• Knowledge cartography approach that maps the collective knowledge landscape.
• BNA™ uses both SNA and ONA methods, but extends the analysis beyond people or organisations to include, amongst other things, artefacts, data flows and policy relationships.
• Followed up with interventions.
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BNA™ ComponentsBNA Type Example Questions
Organisational Interface Mapping
Please identify up to 10 people who work in external departments and who are important to you in your professional network. These can be people who provide you with information to do your work, help you think about complex problems posed by your work, or provide developmental advice or personal support helpful in your day-to-day working life. These may or may not be people you communicate with on a regular basis and must come from an organisation external to yours.
Project Interface Mapping
Please identify the people in other project teams that you rely on to provide information for your project. For each person you have identified please assign a score based on the amount of contact you have with them. 1 is the most amount of contact. 10 is the least amount of contact. Each score should be different.
Information Flow Mapping
Please identify the people in your department you have passed documents or e-mails to in the last month. These may or may not be people you communicate with on a regular basis, but they must be part of your department.
Collaboration Mapping
Please identify the people who are important to you in your professional network. These can be people who provide you with information to do your work, help you think about complex problems posed by your work, or provide developmental advice or personal support helpful in your day- to-day working life. These may or may not be people you communicate with on a regular basis and must come from within your organisation.
Social Capital Mapping
In your workplace who do you go to for information that helps you solve problems or capitalise on opportunities?
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The Generic Process
• Determine the unit of analysis. This is arguably the most important step, as it determines how data is collected and which tools and analysis techniques should be employed.
• Determine the questions. The questions depend on the unit of analysis, and what you want to discover.
• Collect the data. Typically the questions are answered using a survey. The survey can be done in person, on paper, or be web-enabled. Where appropriate data collection can also be done using data-mining techniques. For example intra-departmental e-mail traffic could be mined. In the case of a policy relationship mapping exercise the documents are parsed for key words, headings and other relevant attributes.
• Import the data into a visualisation tool. Typically data is entered into an Microsoft EXCEL workbook or database, and then imported into a visualisation tool.
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Essential Terminology• A node is the smallest
unit in the network. It is also known as a vertex.
• A tie is a line between two nodes indicating there is a relationship between them.
• A graph is a set of nodes and a set of ties between pairs of nodes.
• A network consists of a graph and additional information on the nodes or the ties of the graph.
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Interview Status @ 1600 18 Dec 07• Sample population is project officers and
support staff =130 staff.– 104 staff interviewed (80%), comprising 62 project
officers and 42 support staff.– 19 staff (20%) were either deployed overseas, failed
to attend multiple appointments, or declined to participate.
• Adjusted population = 111– 104 staff interviewed (94%).
• 43 Aerospace staff interviewed (98%).• 14 Maritime staff interviewed (100%).• 32 Land staff interviewed (89%). • 15 Integrated Capability staff interviewed (88%).
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BNA™ Design• 4 demographic questions.
– ‘What projects, if any, are you responsible for?’
• 12 project questions, some with sub-questions.
– ‘What projects are your project dependant on for part of its capability outcome? Please weight the importance of the project as minor, important or critical.
• 3 organisational interface questions, some with sub- questions.
– ‘Which external to CDG Defence organisations does your position interact with the most for work purposes, and what is the frequency of the interaction? (annually, monthly, weekly or daily).
• 4 collaboration questions, some with sub-questions.
– ‘In the workplace who do you go to for information that helps you solve problems?’.
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Understanding the Project Dependencies Across a Program
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Q5 – My Project is Dependent on These Projects to Deliver Part of its Capability Output (All Dependencies)
Nodes coloured by branch• Light Blue = Aerospace• Purple = Integrated Capability• Red = Land • Dark Blue = Maritime• Grey = Other
Nodes sized by incoming links
Links coloured by type of dependency
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Q6 – These Projects are Dependent on My Project for Part of Their Capability Output (All Dependencies)
Nodes coloured by branch• Light Blue = Aerospace• Purple = Integrated Capability• Red = Land • Dark Blue = Maritime• Grey = Other
Nodes sized by incoming links
Links coloured by type of dependency
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Q5&6 – These Projects are Dependent on Each Other for Part of Their Capability Output (All Dependencies)
Nodes coloured by branch• Light Blue = Aerospace• Purple = Integrated Capability• Red = Land • Dark Blue = Maritime• Grey = Other
Nodes sized by incoming links
Links coloured by type of dependency
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Q5&6 – These Projects are Dependent on Each Other for Part of Their Capability Output (All Dependencies). The Dependency is Physical Mobility
ServicesNodes coloured by branch
• Light Blue = Aerospace• Purple = Integrated Capability• Red = Land • Dark Blue = Maritime• Grey = Other
Nodes sized by incoming links
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Q5&6 – These Projects are Critically Dependent on Each Other for Part of Their Capability Output. The Dependency is Physical Mobility Services.
Nodes coloured by branch• Light Blue = Aerospace• Purple = Integrated Capability• Red = Land • Dark Blue = Maritime• Grey = Other
Nodes sized by incoming links
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“Most Important” Projects by Dollar Value
Nodes coloured by branch• Light Blue = AD• Purple = ICD• Red = LD• Dark Blue = MD• Grey = Other
Nodes sized by Value
Links coloured by dependency• Black = Minor• Blue = Important• Red = Critical
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“Most Important” Projects by Degree (links)
Nodes coloured by branch• Light Blue = AD• Purple = ICD• Red = LD• Dark Blue = MD• Grey = Other
Nodes sized by Degree (links)
Links coloured by dependency• Black = Minor• Blue = Important• Red = Critical
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Mapping the Program to Strategic and Operational Guidance
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Q7 – All Project Contributions to Strategic Capability Effects
Nodes coloured by branch• Light Blue = Aerospace• Purple = Integrated Capability• Red = Land • Dark Blue = Maritime• Grey = Other
Effects Nodes sized by incoming links
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Q7 – All Project Critical Contributions to Strategic Capability Effects
Nodes coloured by branch• Light Blue = Aerospace• Purple = Integrated Capability• Red = Land • Dark Blue = Maritime• Grey = Other
Effects Nodes sized by incoming links
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Q7 – Project Critical Contribution – Force Sustainment & Support
Nodes coloured by branch• Light Blue = Aerospace• Purple = Integrated Capability• Red = Land • Dark Blue = Maritime• Grey = Other
Effects Nodes sized by incoming links
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Q8 – All Projects Operational Capability Effects
Nodes coloured by branch• Light Blue = Aerospace• Purple = Integrated Capability• Red = Land • Dark Blue = Maritime• Grey = Other
Effects Nodes sized by incoming links
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Q8 – Projects Critical Operational Capability Effects
Nodes coloured by branch• Light Blue = Aerospace• Purple = Integrated Capability• Red = Land • Dark Blue = Maritime• Grey = Other
Effects Nodes sized by incoming links
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Q8 – Projects Critical Operational Capability Effects – Force Sustainment
Nodes coloured by branch• Light Blue = Aerospace• Purple = Integrated Capability• Red = Land • Dark Blue = Maritime• Grey = Other
Effects Nodes sized by incoming links
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Q7 & Q8 – Project Contribution to Strategic and Operational Effects
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Understanding Project Artefact Relationships
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Q10 – My Project is Informed by this Study
Nodes coloured by branch• Light Blue = Aerospace• Purple = Integrated Capability• Red = Land • Dark Blue = Maritime• Grey = Other
Study nodes sized by incoming links
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Q12 – My Project is Informed by this Roadmap
Nodes coloured by branch• Light Blue = Aerospace• Purple = Integrated Capability• Red = Land • Dark Blue = Maritime• Grey = Other
Roadmap nodes sized by incoming links
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Q12 – My Project is Informed by the Aerospace Technology Roadmap
Nodes coloured by branch• Light Blue = Aerospace• Purple = Integrated Capability• Red = Land • Dark Blue = Maritime• Grey = Other
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Mapping Project and Program Stakeholders
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Q14 & 15 – My Project Interacts With These Organisations
Nodes coloured by branch• Light Blue = Aerospace• Purple = Integrated Capability• Red = Land • Dark Blue = Maritime• Grey = Other
Organisational nodes sized by incoming links
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Q16 – These Organisations Interact With These Projects
Nodes coloured by branch• Light Blue = Aerospace• Purple = Integrated Capability• Red = Land • Dark Blue = Maritime• Grey = Other
Organisational nodes sized by incoming links
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Q14 & 15 – These Projects Engage the Defence Materiel Organisation
Nodes coloured by branch• Light Blue = Aerospace• Purple = Integrated Capability• Red = Land • Dark Blue = Maritime• Grey = Other
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Q16 – The Defence Materiel Organisation Engages These Projects
Nodes coloured by branch• Light Blue = Aerospace• Purple = Integrated Capability• Red = Land • Dark Blue = Maritime• Grey = Other
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Q14 & 15 – These Projects Engage Navy
Nodes coloured by branch• Light Blue = Aerospace• Purple = Integrated Capability• Red = Land • Dark Blue = Maritime• Grey = Other
Organisational nodes sized by incoming links
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Q16 – Navy Engages These Projects
Nodes coloured by branch• Light Blue = Aerospace• Purple = Integrated Capability• Red = Land • Dark Blue = Maritime• Grey = Other
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LAND 125 (Stakeholders)
Links labelled by Stakeholder criticality
• Red = Critical• Green = Important• Blue = Minor
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Q21, Q22, Q23 – Internal Collaboration
Position nodes coloured by type
• Red = Project• Blue = Support• Black = Other• Pink = Technical
Nodes sized by incoming links
Links coloured by type:• opportunities• problem solving• advice
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Concluding Comments
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Some Issues
• Must clearly define the ‘unit of analysis’ – that is what are nodes, what are ties, and what are attributes.
• Must define the population, and then cover the whole population to get meaningful network statistics.
• Requires specialist software.• Usual limitations of survey
techniques. • Few research exemplars.
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Cautions
• Mathematical approaches to network analysis tend to treat the data as ‘deterministic’. That is, measurements are viewed as an accurate reflection of the ‘real’ or ‘final’ or ‘equilibrium’ state of the network.
• Observations are usually regarded as the population of interest rather than a sample of some larger population of possible observations.
• You must understand your organisation, the data, the resultant network and the assumptions you are making!
Hanneman, R & Riddle, M 2005, Introduction to social network methods,http://faculty.ucr.edu/~hanneman/
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Learning & Adapting
• 3 Key Learning's– Managing Expectations –plan for success– Integration with other parts of Defence
Business Model- slowly converging– Visualising all elements of solution –not just
one element enabled the adapt & learn strategy
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Questions
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Acknowledgement
• The staff of HolisTech® Pty Ltd and the TARDIS help desk, who facilitated the whole exercise, from conception to analysis.