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These are examples of some of our work.
The Challenge
In 2019, the Defence Science and Technology Group (DSTG) launched the Resilient Decision Highway (RDH) project with the goal of improving collaborative problem-solving, situational awareness, and operational decision-making within the Australian Defence Force and its Five Eyes (FVEY) partners. The RDH project aimed to create advanced automated intelligence capabilities to provide timely situational awareness and operational insights for intelligence analysts and warfighters across various mission domains. The project faced significant hurdles, including the need to shift from outdated manual workflows to an agile, automated system capable of operating across different security classifications.
The Approach
In 2024, Arc Professional Services was brought on board to leverage its extensive experience in Defence and intelligence solutions. The team began by focusing on the development and maintenance of the platform infrastructure, incorporating DevSecOps pipelines to expedite the transition of new capabilities to operational environments. This provided a robust and secure foundation for the RDH project.
The Arc team also contributed to the creation of synthetic reasoning agents and dynamic orchestration systems to support mission-agnostic integrated analytics. This involved developing advanced data analysis systems capable of processing vast amounts of intelligence data in real-time. Additionally, the team designed user interfaces to enhance collaboration between AI capabilities and end-users, ensuring a productive and trusted relationship that improved decision-making capabilities.
Adopting an Agile development methodology, Arc remained flexible and responsive to evolving requirements. Regular engagement with stakeholders allowed the team to continuously refine user needs and prioritise development activities effectively.
The Outcome
Arc Professional Services' contributions to the RDH project led to several significant outcomes. The development of a secure and scalable platform infrastructure enabled the seamless integration and deployment of automated intelligence capabilities, providing intelligence analysts and warfighters with timely and actionable situational awareness that enhanced their operational effectiveness.
The creation of synthetic reasoning agents automated tedious workflows, allowing analysts to focus on critical correlations and discoveries. This improvement not only increased efficiency but also reduced the time and effort required for data analysis.
By designing intuitive user interfaces, Arc ensured smooth and effective collaboration between AI systems and human operators, leading to better decision-making and situational awareness. Users could interact with the system more naturally and efficiently.
The use of Agile methodologies allowed Arc to remain adaptable to changing requirements. Regular stakeholder engagement and iterative development ensured that the project stayed aligned with user needs and priorities, resulting in a solution that was both innovative and practical.
The Challenge
In the SEA5000 Hunter Class Future Frigate Program, Arc Professional Services was engaged to provide strategic schedule guidance and manage the Combat System Program schedule to deliver all combat systems for the project. The primary purpose was to ensure efficient and effective project delivery amidst complex coordination and stringent timelines. A significant challenge involved translating contractual and project data into detailed, actionable plans, while maintaining adherence to budget and schedule constraints.
The Approach
Arc Professional Services personnel employed a systematic approach to manage and streamline the scheduling processes for the SEA5000 program. This included several key activities:
The Outcome
Arc Professional Services successfully provided strategic scheduling guidance and management for the SEA5000 Hunter Class Future Frigate Program, leading to several key outcomes:
The Challenge
The Australian Taxation Office (ATO) initiated the Cyber Augmentation Services (CAS) program to enhance its cybersecurity systems significantly. This operational uplift sought to consolidate and integrate various security services into a unified platform. Arc Professional Services was tasked with this critical transformation as part of a consortium. The primary challenge was to upgrade the ATO’s cybersecurity posture while ensuring seamless integration and data sharing across diverse networks, all while maintaining and improving system capabilities during and after the transition with minimal disruptions.
The Approach
To tackle this project, Arc Professional Services deployed a team of experienced cybersecurity professionals, each bringing specialised expertise to the table. The team included a Project Manager who oversaw the entire project, coordinated teams, managed the budget, and worked closely with ATO stakeholders to define clear goals and objectives. A Strategic Planner develops a comprehensive strategy, identifies potential risks, and makes necessary adjustments to keep the project on track.
Cyber Advisors played a crucial role in assessing cybersecurity risks, developing robust strategies aligned with the ATO’s business objectives, and implementing necessary security measures. They also continuously monitored the cybersecurity posture and provided essential training to ATO staff, ensuring everyone had the knowledge to maintain security.
Systems Analysts were integral in evaluating the existing systems, identifying vulnerabilities, and developing security protocols to mitigate risks. They ensured compliance with relevant regulations and standards and provided technical support to both ICT teams and end-users. Project Support staff facilitated the project's smooth operation by scheduling meetings, preparing documentation, and maintaining comprehensive program records.
The team worked diligently to consolidate and rationalise the number of security instances, replace outdated legacy systems, and ensure seamless data sharing across networks that often experienced varied performance levels. By engaging with multiple stakeholder groups, Arc Professional Services ensured coordinated delivery across both local and deployed networks.
The Outcome
The engagement of Arc Professional Services in the CAS program resulted in several significant outcomes. Their strategic and methodical approach led to the successful creation of a single source of truth for the ATO’s cyber posture, achieved through the consolidation and integration of security services. The seamless integration of security instances and the upgrade to a new cybersecurity platform were accomplished with minimal disruption, effectively maintaining and enhancing system capabilities throughout the transition.
The Challenge
The Arc Professional Services team supported various roles such as the project manager, scheduler, solution architect and business architect for Land 1771 Tranche 1. Land 1771 was a post-second pass project to deliver enhanced geospatial support to the Army through upgrades to infrastructure, software, storage, deployed systems and collection platforms. The team supported the management of the system's design, implementation and operational deployment to where it supported users across six sites in Australia. The system consisted of a large number of high-performance workstations, plotters, removal media as well as complex server infrastructure.
The Approach
The Arc Professional Services team's approach was to first understand the scope of work as defined in the Material Acquisition Agreement and align it with the specifications set by the capability manager. This enabled a life cycle plan for the project delivery phase. The team developed the design process, coordinating design and scope changes with vendors, Government groups and defined needs of the geospatial applications required by the project, negotiating with vendors for sustainment and support. The team ensured the security model of the applications was addressed by conducting workshops with CIOG Security and Architecture teams. The team also ensured that CIOG, AGO, CASG, and Army Headquarters representatives were engaged and understood the capabilities the project was delivering through structured meetings, decision and noting briefs, and formal project reporting mechanisms.
The solution set included the delivery of new applications and hardware workstations, which required the facilitation of environments for build, test, user acceptance testing, and production. Ensuring the security model of the applications and systems was a key challenge, which the team had to address. Coordinating with CASG was also challenging, as the team had to balance the priorities of the CIOG project with the needs of the broader CASG program.
The Outcome
The Arc Professional Services team received positive feedback on their work and the contract was extended for another 12 months. The team's approach allowed for the comprehensive delivery of the Geospatial Support System - Fixed for the Australian Army to meet the Initial Operating Capability requirements.
The Challenge
The Arc Professional Services team was tasked with providing services in the area of Military Platform Integration within the Delivery Division of CIOG. The team was responsible for at the program level across multiple projects to provide Systems Integration Services. Projects included:
The team’s challenge was to align the system integration needs of individual projects with the overarching requirements of the program while ensuring that the information and data flows were captured, and requirements were elicited effectively.
The Approach:
The team was embedded within the Australian Signals Directorate (ASD) to study and document the information and data flows within the organisation. They used diagrams to model the flows, develop scenarios, and elicit requirements by understanding the external interfaces, format and structure of the information, and governance responsibilities.
Once the ASD body of work was complete, the team worked directly with the military platform project teams to ensure alignment and developed various artifacts such as Capability Needs Statements, Functional and Performance Specifications, and Operational Concept Documents. They used a staged approach with multiple design reviews to mature the solution set and identified risk reduction activities to better understand the problem set, governance, and policy constraints required to enable the platforms to function. The team also worked closely with Joint Capability Group to aid in the development of the Operational Concept Document for JP2289 - Joint Information Environment.
The Outcome:
The Arc Professional Services team's hard work and collaboration with multiple stakeholders resulted in the successful delivery of the projects. They received positive feedback on their work, and the contract was extended for another 12 months. The team's approach to align the system integration needs of individual projects with the overarching requirements of the program and their collaboration with the Joint Capability Group resulted in the Cabinet Submission for the project.
The Challenge
The Arc Professional Services team took on the role of liaison officer between the CIOG and the Australian Signals Directorate (ASD). This position required strong coordination and negotiation skills, as the team was responsible for creating a set of policies, instructions, and data standards that met both CIOG and ASD's objectives, all while working within resource constraints.
The Approach
Arc Professional Services served as the liaison officer between the Chief Information Officer Group (CIOG) and the Australian Signals Directorate (ASD). This role required a high level of coordination and negotiation to develop organisational policies, instructions, and data standards in a resource-constrained environment that aligned with CIOG goals. To achieve this, the team adopted a collaborative approach and worked closely with both organisations to ensure that their goals were met. They used a variety of methods to communicate the benefits of their approach, including surveys, presentations, workshops, and meetings, to promote understanding and support among key stakeholders, including senior management and external partners.
The Outcome
With their deep understanding of the challenge at hand, Arc Professional Services employed a collaborative approach to work closely with both CIOG and ASD. They recognised the importance of fostering a team of like-minded individuals who shared the same goals and acted as advocates for change. Through a combination of surveys, presentations, workshops and meetings, Arc Professional Services effectively communicated the benefits of their approach and gained buy-in from key stakeholders at all levels of the organisation. As a result, they were able to define the scope of the project, assign tasks and roll out the changes to stakeholders. This innovative approach was recognised as a first among the Five Eyes community and had a significant impact on the Defence Community.
The Challenge
The Arc Professional Services team was chosen to be a part of the Chief Information Officer Group (CIOG) risk management team. Their task was to implement a comprehensive approach to risk management throughout the organisation, following the guidelines set by the Public Governance, Performance and Accountability Act 2013 (PGPA Act). The team was strategically assembled to include members with diverse backgrounds and expertise to bring a variety of perspectives to the table.
The Approach
Arc Professional Services began their involvement in the Chief Information Officer Group (CIOG) risk team by evaluating the current risk management system used in the Strategic Communications branch. They identified areas of improvement and potential opportunities as part of the First Principles Review. After thoroughly understanding the existing system, Arc Professional Services then moved on to design and implement a new risk management framework. This involved communicating the new framework to key stakeholders and creating necessary organisational documentation.
The Outcome
Arc Professional Services played a key role in implementing a comprehensive risk management approach for the Chief Information Officer Group (CIOG) using guidance from the Public Governance, Performance and Accountability Act 2013 (PGPA Act). By assessing and identifying gaps in the existing risk management system, they were able to develop a new framework and plan for its implementation. This included educating key stakeholders on risk concepts and models, and creating organisational documentation. The result of their efforts was a uniform, organisation-wide approach to risk management that allowed CIOG to confidently identify, assess and manage risks through treatment and mitigation, providing a reliable information environment and infrastructure for all branches of Defence.
The Challenge
Arc Professional Services team was brought on to the Land 500 Army Electronic Warfare remediation project to support the creation of the Second Pass Document set, including the Operational Concepts Document, Functional and Performance Document, and Test Concept Document. One of the main difficulties faced on this project was a shortage of technical subject matter expertise on site, which hindered the team's ability to consult with and understand the needs of the Army.
The Approach
Arc Professional Services team began by clearly outlining the scope of their work and the desired outcomes. This helped establish parameters for the project and define the initial concepts. They held a formal stakeholder meeting to manage expectations and establish relationships with the Service Headquarters. Due to the challenge of limited on-site stakeholder knowledge, the team implemented a framework in which small portions of the work were released for review and endorsement by the Service Headquarters, creating a quick feedback loop. This approach allowed for regular consultation and engagement with relevant Service Headquarters stakeholders, emphasising their role as key drivers of the capability.
While developing the Second Pass Documents, the Arc Professional Services team evaluated the organisation's current capabilities and proposed strategies to meet business requirements. The consistent communication with stakeholders throughout the process helped communicate the benefits to operational effectiveness and gain support for the document suite and recommended solutions.
The Outcome
After a six-month engagement, Arc Professional Services team successfully delivered the Second Pass Document suite, which was approved by the Project Director, Service Headquarters and Capability Manager at the Band-2 level. The suite presented various options for the Defence Materiel Organisation to develop the capability and included a broad range of operational concepts such as testing, deployment, fundamental inputs, procurement, sustainment and disposal. The suite provided a comprehensive and consolidated view of technical, operational, and business considerations that had previously been difficult to obtain on site.
The Challenge
The Arc Professional Services team played a crucial role in the AIR5431 Air Traffic Management System Upgrade project, providing business analysis services. Their main focus was to establish and document the functional and performance specifications of the project, and to coordinate the system requirements review of these specifications. The project presented a number of complexities, including a long delivery timeframe and a geographically dispersed customer and deployment base. Despite these challenges, the team was able to navigate the complex environment and provide the necessary support for the successful upgrade of the air traffic management system for the Royal Australian Airforce (RAAF).
The Approach
The Arc Professional Services team’s approached the AIR5431 project with a method of consolidating existing information from similar projects to develop the functional and performance specifications. This approach streamlined the requirement-gathering process and facilitated early engagement with stakeholders, leading to buy-in from management. Utilising tools familiar to the client, such as MS Word, Excel, PowerPoint, and Visio, the team clearly communicated the operational concepts of the system and the impact of the functional specifications on the outcome, highlighting the cost implications for certain availability measures to the customers.
The Outcome
Arc Professional Services’ team played a vital role in the successful completion of the AIR5431 project. Their expertise in coordinating the system requirements review and documenting the functional and performance specifications proved crucial in navigating the project's complexities and delivering a significant operational enhancement to the Royal Australian Airforce (RAAF). Through the use of a consolidated approach, the team were able to gather requirements quickly and effectively, leading to buy-in from stakeholders and management, ultimately setting the project up for success.
The Challenge
As part of the Project JP2030 team, Arc Professional Services personnel worked alongside members of Headquarters Joint Operations Command (HQJOC) and Joint Command Support Environment (JCSE) to reconcile a variety of projects. Their role involved assisting with the prioritisation and management of resources and coordinating activities at the highest level of classification within the command.
The Approach
To begin their work on Project JP2030, Arc Professional Services personnel were embedded with the operations staff at HQJOC, who set the direction for organisational priorities. They closely monitored and understood the current project and service environment in order to develop an appropriate approach and set standards for the support they would provide. They also communicated with key stakeholders to understand their needs and goals in relation to service delivery and reported back to the external JCSC leadership team to discuss prioritisation of effort and resource allocation. Additionally, they established regular coordination meetings every two weeks to facilitate the reallocation of prioritised tasks to relevant staff in HQJOC, taking into account timelines, resource availability, constraints and organisational requirements.
The Outcome
Arc Professional Services personnel employed an agile approach to foster collaborative relationships and promote a culture of change tolerance within the organisation. They actively worked to identify and resolve issues, encouraging staff to participate in incremental and agile improvements. One of the key successes of their efforts was the implementation of an annual planning tool, which was used by HQJOC staff to manage their five-year calendar of events and exercises. This tool was so effective that it continued to be used for many years after its initial implementation, demonstrating the positive impact of Arc Professional Services personnel's work.
The Challenge
In 2014, Arc Professional Services personnel were engaged as part of a business analysis team on a project for the Defence Materiel Organisation aimed at modernising the way Defence procures and maintains equipment and systems through the Materiel Acquisition and Sustainment Agreements. One of the main hurdles in this project was the outdated, paper-based processes that hindered the implementation of new procedures and a resistance to change within the organisation.
The Approach
Arc Professional Services personnel began by analysing the existing procurement and sustainment processes through documenting and mapping the current procedures using business process models and swim lane diagrams. This helped to identify the key players and decision-making steps in the process. They then conducted interviews with all relevant stakeholders, including individuals involved in the process, to gain a better understanding of the systems and resources being used. This information was used to create a comprehensive database of the costs associated with each step of the process, based on full-time equivalent pay scales. By analysing this data, Arc Professional Services personnel were able to identify key challenges and bottlenecks in the current process, which formed the foundation for identifying opportunities for process improvement.
The Outcome
Arc Professional Services personnel began by identifying and documenting the inefficiencies in the existing procurement processes through the use of business process models and interviews with stakeholders. This allowed them to create a comprehensive database of the costs associated with each step in the process and identify areas for improvement. By focusing on organisational needs and directing resources to address bottlenecks, they were able to streamline processes and eliminate unnecessary steps, resulting in significant cost savings for the organisation. Their work also provided decision-makers with the information and support needed to drive cultural change and optimise the procurement process.
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