Concept Exploration Report

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Commercial-in-Confidence
CREATING A DATA CORPUS
FOR DEFENCE ARTIFICIAL INTELLIGENCE
CONCEPT EXPLORATION REPORT
P20-407396
GEOFF BENSTEAD
Creating a Data Corpus for Defence Artificial Intelligence | Buddy Suite Artificial Intelligence
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Approvals
Name Role Approval Date
Shane Acorn CEO Document Owner 10/12/2021
Daniel Pace COO Document Approval 10/12/2021
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Concept Exploration Report – P20-407396

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Executive Summary
Invicta Prospects Group (IPG) is an Australian veteran owned business founded in 2019. In
October 2021, the company commenced Phase 1 of a Defence Innovation Hub (DIH)
project to explore the concept of ‘Creating a Data Corpus for Defence Artificial Intelligence’.
IPG’s approach to Phase 1 was informed by key Defence documents. The Defence Data
Strategy 2020-2023 (DDS-21-23), Defence’s 2020 Force Structure Plan (2020-FSP) and the
2020 Defence Strategic Update (2020-DSU), as well as Defence Science and Technology
Group’s (DST) Technical Report titled Recent Advances in Artificial Intelligence and their
Impact on Defence were all considered. Of particular focus was another of DST’s Technical
Reports titled A Method for Ethical AI in Defence, which identified 5 key focus areas for the
employment of ethical AI: Responsibility, Governance, Trust, Law and Traceability. The IPG
team weaved these themes throughout the content of this document to demonstrate how
important they are to ensuring the ethical and effective employment of AI for the Australian
Defence Force (ADF). Section 9.3 of this report directly addresses BSAI’s alignment to
Defence Strategic Guidance.
Phase 1 saw engagement with key stakeholder groups from the ADF including the Royal
Australian Navy’s (RAN) Mine Warfare and Clearance Diving Group (MCDGRP) and the
Defence Special Operations Training and Education Centre (DSOTEC).
The Phase had four key objectives:
1. work with Defence to further articulate and quantify the claimed benefits and
enhancements in adopting the proposed innovation
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2. roadmap the path to Proof of Concept (PoC) and greater technical maturity in a
Defence context
3. determine a possible integration pathway into Defence
4. further explore the feasibility of the innovation including a development schedule.
The MCDGRP and DSOTEC were chosen as stakeholders due to their highly specialised
areas of employment and their need for superior decision-making capability. The IPG team
was confident that by identifying data requirements and how Artificial Intelligence (AI) could
be used to improve decision making for these groups, it would be able to comprehensively
explore how the concept of Buddy Suite Artificial Intelligence (BSAI) could be applied
across the ADF at an enterprise scale.
Key to exploring the concept was being able to identify the quality and quantity of data
currently available to stakeholders, and also which data is not currently available and would
therefore present as a ‘data gap’ in the proposed Buddy Suite Data Corpus. To achieve
this, during the workshops, the IPG team adopted a Wagile project management approach
and used Process Flow Diagrams (PFDs) to identify and extract granular level data
requirements for high-risk activities such as Diving, Helicopter Insertion and Extraction
(Roping), Shooting and Explosive Method Of Entry (EMOE). Common feedback during the
workshops was that the data needed to make informed, evidence-based decisions, was
predominantly paper-based and therefore not digitised or discoverable. This aligns closely
to observations in the recent Defence Data Strategy 2021-2023.
In total, 268 User Stories were captured. After analysis, the IPG team translated these into
131 AI User Stories, which were categorised into 33 AI Epics, before being consolidated
into 10 AI Initiatives. This taxonomy and how it maps to Defence’s nine Fundamental Inputs
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to Capability (FIC) was then presented to, and agreed upon, by the stakeholder groups as
being of significant value to the ADF.
A common theme from Phase 1 was that stakeholders saw a future where humans would
work with AI to solve complex problems. Stakeholders agreed that whilst important for the
AI to make suggestions and recommendations, the ultimate decision must be made by a
human.
Machine Learning (ML), Robot Process Automation (RPA) and Rules Engines will streamline
administrative processes as well as enforce safety doctrine and policy. These process
improvements will see an estimated $220m productivity gain per annum should BSAI be
employed across the entire ADF.
Insight from the workshops allowed IPG to create an Operational Concept Scenario for an
Amphibious Beach Landing and Assault, to demonstrate how the AI User Stories, Epics and
Initiatives identified would relate to a large-scale military operation, and how AI would
provide ADF commanders with cognitive decision support and an Intellectual Edge. This
scenario can be found at Section 7 of this report.
In response to workshop feedback and the realisation of the absence of a digital means
through which to capture critical data at the tactical level, IPG discussed with stakeholder
groups the suitability of Data Corpus Enrichment Tools, which would be designed to
address the identified ‘data gap’. This concept was exceptionally well received and IPG
plans to include a proposal to develop a prototype including Buddy Studio, as a part of the
next project phase, to demonstrate the use of a digital tool to plan training and operations,
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and to enrich the Data Corpus. Addendum 3 provides more detail on IPG’s proposal to
move directly to Phase 3.
Buddy Studio would allow users to configure fit-for-purpose planning applications for their
relevant activities. This would deliver significant improvements to efficiency whilst also
digitising data currently only available in paper form or spreadsheets across the
organisation. Making this data discoverable and available to the Buddy Suite Data Corpus
and BSAI would provide a ‘Whole of Defence’ view.
IPG will adopt a ‘Security by Design’ approach to the development of BSAI and Buddy
Studio, which together form part of the larger Buddy Suite Information Environment (BSIE).
This is integral to ensuring the effective employment of the BSIE by the ADF.
The benefits of adopting AI into the daily battle rhythm of the organisation will reach beyond
improved efficiency at the tactical level for planning training and operations. It will see
decision cycles reduced and supported by objective data up to and including the strategic
leadership level. By mobilising currently static and disconnected forms of data through the
Data Corpus and Enrichment Tools configured in Buddy Studio, BSAI will deliver to
Defence unprecedented capability to make informed, data driven decisions on topics such
as Individual, Collective and Joint Readiness, Force Preparedness and Capability. The full
list of benefits can be found in Table 8 Section 9.2 of this report.
The US Pentagon committed $2B to AI RnD in 2018-19 and a further $800M in FY 2021,
demonstrating how important the teaming of humans and machines will be to future military
actions. In today’s global landscape, it is critical that Defence consolidate its Sovereign
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Industrial Capability, whilst investing in ways to ensure Australia keeps pace, or remains
ahead of would-be adversaries. The use of BSAI will be integral to achieving this.
Workshop feedback forms completed by representatives of the nominated stakeholder
groups have been included at Addendum 5.
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Table of Contents
Approvals ......................................................................................................................................... i
Executive Summary ........................................................................................................................ ii
Table of Contents .......................................................................................................................... 1
List of Figures ................................................................................................................................ 3
List of Tables ................................................................................................................................. 4
List of Acronyms ............................................................................................................................ 5
1 Background ............................................................................................................................ 8
1.1 Buddy Suite Artificial Intelligence ................................................................................... 8
1.2 IPG Management Capability ......................................................................................... 10
2 Scope ................................................................................................................................... 13
2.1 Operational Scope – Operational Description .............................................................. 15
2.2 Technical Scope – Solution Concept ........................................................................... 16
3 Defence Strategic Guidance ................................................................................................ 21
4 Project Goals and Phase Objectives .................................................................................... 24
5 User Needs and Defence Applicability................................................................................. 26
5.1 Requirements – Defence Applicability .......................................................................... 26
5.2 Requirements Gathering Process ................................................................................. 27
5.2.1 Requirement Gathering Workshop Content .............................................................. 28
5.2.2 Wagile Approach....................................................................................................... 30
5.2.3 Process Flow Diagrams ............................................................................................ 33
5.2.4 Requirements – AI Initiatives and Epics .................................................................... 36
5.3 Internal Team Review ................................................................................................... 37
6 Operational Description ....................................................................................................... 41
6.1 Current Capability ......................................................................................................... 41
6.2 Target Capability .......................................................................................................... 41
6.3 Interoperability with other systems ............................................................................... 42
6.4 Users............................................................................................................................. 43
6.5 Employment Modes ...................................................................................................... 43
6.6 Environment and Areas of Use ..................................................................................... 44
6.7 Scheduling and Operations Planning ........................................................................... 45
7 Operational Concept Scenario ............................................................................................. 46
7.1 Intent ............................................................................................................................. 46
7.2 Capability Outcomes .................................................................................................... 47
7.3 Scenario Assumptions .................................................................................................. 47
7.4 Scenario ........................................................................................................................ 48
7.4.1 Training ..................................................................................................................... 49
7.4.2 Operations................................................................................................................. 55
8 Results Analysis ................................................................................................................... 60
8.1 Prioritised Epics and User Stories ................................................................................ 61
8.2 Function and Performance ........................................................................................... 64
8.3 Key Data Domains ........................................................................................................ 66
9 Solution Concept ................................................................................................................. 71
9.1 Recommended Solution Concept ................................................................................ 71
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9.2 Discovered Benefits ...................................................................................................... 73

9.3 Alignment to Defence Strategy ..................................................................................... 75
9.3.1 DSTG-TR-3786 - A Method for Ethical AI in Defence .............................................. 75
9.3.2 Defence Data Strategy 2021-2023............................................................................ 76
9.3.3 DST-Group-TR-3716 Recent Advances in AI and their Impact on Defence............. 83
9.3.4 Fundamental Inputs to Capability (FIC) ..................................................................... 85
10 Sources ................................................................................................................................ 88
10.1 Reference List ........................................................................................................... 88
10.2 Bibliography .............................................................................................................. 89
Addendum 1- Project Artefacts ................................................................................................... 91
Addendum 2 – Phase 2 Proposal ................................................................................................ 99
Addendum 3 – Direct to Phase 3 Proposal ............................................................................... 109
Addendum 4 – Data Corpus Enrichment Tool ........................................................................... 121
Addendum 5 – Workshop survey forms .................................................................................... 123

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List of Figures
FIGURE 1. HIGH LEVEL DATA SOURCES AND THE BUDDY SUITE NEURAL ARCHITECTURE ........................ 8
FIGURE 2. CONCEPT EXPLORATION AND DIH PHASES........................................................................ 13
FIGURE 3. BUDDY SUITE CAPABILITY BLOCKS ................................................................................... 17
FIGURE 4. CONCEPT EXPLORATION .................................................................................................. 26
FIGURE 5. HIERARCHY OF USER REQUIREMENTS ............................................................................... 30
FIGURE 6. WAGILE PROCESS, KEY ARTEFACTS ................................................................................. 31
FIGURE 7. CONCEPT EXPLORATION FEEDS THE TECHNOLOGY CAPABILITY STACK ................................. 32
FIGURE 8. THE BEST FROM WATERFALL AND AGILE ........................................................................... 33
FIGURE 9. HIGH LEVEL PFD: PLANNING AND EXECUTING A DIVE........................................................ 34
FIGURE 10. SIMPLE EXAMPLE OF A SECOND LEVEL PROCESS FLOW ..................................................... 35
FIGURE 11. HIERARCHY OF USER REQUIREMENTS ............................................................................. 36
FIGURE 12. THE FUTURE STATE THAT OUR CONCEPT ENABLES........................................................... 39
FIGURE 13. SRL AND FORGEN MAPPED TO TRAINING AND OPERATIONS ........................................... 46
FIGURE 14. BUDDY SUITE INFORMATION ENVIRONMENT WITH AI INITIATIVES IDENTIFIED ....................... 64
FIGURE 15. CONCEPT FOR DATA CORPUS ENRICHMENT .................................................................... 69
FIGURE 16. TECHNICAL CONCEPT; DATA – APPLICATION INTEGRATION ............................................... 72
FIGURE 17. AI INITIATIVES, EPICS AND USER STORIES MAPPED TO THE FIC ........................................ 96
FIGURE 18. AI APPROACH AND DATA DEPENDENCIES ........................................................................ 97
FIGURE 19. OPERATIONAL IMPROVEMENTS ....................................................................................... 98
FIGURE 20. POC DATA MANAGEMENT SCENARIO TO TEST FEASIBILITY ................................................ 99
FIGURE 21. NATURAL LANGUAGE PROCESSING SCENARIO ............................................................... 102
FIGURE 22. AI SCENARIO - ROBOTIC PROCESS AUTOMATION .......................................................... 104
FIGURE 23. AI SCENARIO – MACHINE LEARNING/DEEP LEARNING .................................................... 106
FIGURE 24. CAPABILITY MATURITY STATEMENT FOR END OF PHASE 3............................................... 111
FIGURE 25. HIGH LEVEL SCHEDULE - BEST AND WORST CASE SCENARIO FOR PHASE 3..................... 119

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List of Tables
TABLE 1. DATA CORPUS BENEFITS ..................................................................................................... 9
TABLE 2. PHASE 1 QUALITY CHECKLIST ........................................................................................... 15
TABLE 3. AI INITIATIVES AND THEIR SCOPE ........................................................................................ 38
TABLE 4. TRAINING AND OPERATIONS............................................................................................... 46
TABLE 5. PRIORITY EPICS AND THEIR ALIGNMENT WITH DATA CORPUS MATURITY LEVEL ...................... 63
TABLE 6. DATA DOMAINS, DATA SETS AND INFORMATION MANAGEMENT DOMAIN................................ 67
TABLE 7. DATA REQUIREMENTS AND SOURCES ................................................................................. 70
TABLE 8. ORIGINAL AND ADDITIONAL DISCOVERED BENEFITS OF BSAI ................................................ 73
TABLE 9. ALIGNMENT TO DSTG-TR-3786 A METHOD FOR ETHICAL AI IN DEFENCE ............................ 75
TABLE 10. ALIGNMENT TO DEFENCE DATA STRATEGY ........................................................................ 77
TABLE 11. ALIGNMENT TO RECENT ADVANCES IN ARTIFICIAL INTELLIGENCE AND THEIR IMPACT ON
DEFENCE ................................................................................................................................ 83
TABLE 12. FIC MAPPING TO THEMES, INITIATIVES AND EPICS ............................................................. 86
TABLE 13. PRIORITISED AI USER STORIES USED IN THE SCENARIO ...................................................... 91
TABLE 14. TRL COMPARISON BETWEEN PHASE 2 AND PHASE 3 ....................................................... 110
TABLE 15. TRL DEFINITIONS ......................................................................................................... 120

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List of Acronyms
2020-DSU 2020 Defence Strategic Update
2020-FSP 2020 Force Structure Plan
2CDO 2nd Commando Regiment
ABAC Attribute Based Access Control
ACOY Alpha Company
ADF Australian Defence Force
ADFPS Australian Defence Force Parachute School
ADI Australian Defence Industry
AGSM Australian Graduate School of Management
AI Artificial Intelligence
AIOps Artificial Intelligence for IT Operations
ALTO Army Lines of Training Operation
ANP Australian Navy Publication
AO Officer of the Order of Australia
AO Area of Operations
APAC Asia Pacific
API Application Programming Interface
APS Australian Public Servants
ARE Amphibious Ready Element
ATAWAD Anytime, Anywhere and on Any Device
ATF Amphibious Task Force
ATL Army Training Levels
ATT Army Training Tiers
ATS Army Training Standards
AUSCDTONE Australian Clearance Diving Team One
AVOB Australian Veteran Owned Business
B3 BlackBox Biometrics Pty Ltd
BLOC Basic Level of Capability
BMII Body Mass Index
BS Buddy Suite
BSc Bachelors Science
BSAI Buddy Suite Artificial Intelligence
BSIE Buddy Suite Information Environment
CAGE Cerebral Arterial Gas Embolism
CDF Chief of Defence Force
CFA Chartered Financial Analyst
CIO Chief Information Officer
CLC Capability Lifecycle
CO Commanding Officer
COA Course of Action
COO Chief Operating Officer
CR Collective Readiness
CT Collective Training
CT Counter Terrorism
CTE Chronic Traumatic Encephalopathy
DCI Decompression Illness
DDS-21-23 Defence Data Strategy 2021-2023
DevOps Development and Operational Process
DFDA Defence Force Disciplinary Act
DGTRADOC Director General Training and Doctrine
DIH Defence Innovation Hub
DL Deep Learning
DLP Data Loss Prevention
DSOTEC Defence Special Operations Training Education Centre
DST Defence Science and Technology
DTG Date Time Group

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DVA Department of Veterans Affairs

EDW Enterprise Data Warehouse
EMCON Emission Control
EMOE Explosive Method of Entry
ERP Enterprise Resource Planning
FIC Fundamental Inputs to Capability
FOB Forward Operating Base
FORGEN Force Generation
FPS Functional Performance Specifications
FVEY Five Eyes
GEMS Garrison Estate Management System
GFC Ground Force Commanders
Hons Honours
HOTO Hand Over-Take Over
HR Heart Rate
HR Human Resources
HRA Hazard Risk Assessment
HRV Heart Rate Variable
IBM IBM
ICT Information and Communication Technology
IDAM Identity and Access Management
IoS Items of Supply
IPG Invicta Prospects Group Pty Ltd
IR Individual Readiness
ISM Information Security Manual
IT Information Technology
IT Individual Training
ITSM Information Technology Service Management
JeHDI Joint eHealth Data and Information system
JMAPS Joint Military Appreciate Process
JR Joint Readiness
JT Joint Training
JTF Joint Task Force
LEAPP Legal and Ethical Assurance Program Plan
LWP Land Warfare Publication
MAPS Military Appreciation Process
MBA Master of Business Administration
MBS Macquarie Business School
MCDGRP Mine Warfare and Clearance Diving Group
METLS Mission Essential Task Lists
ML Machine Learning
MLOC Minimum Level of Capability
MLOps Machine Learning for IT Operations
MOB Main Operating Base
MP Member of Parliament
MRCA Military Rehabilitation and Compensation Act
mTBI Mild Traumatic Brain Injury
NEQ Net Explosive Quantity
NLP Natural Language Processing
OCR Optical Character Recognition
OLOC Operational Level of Capability
OQE Objective Quality Evidence
PAX Personnel
PFD Process Flow Diagram
PLF Pre-Landing Force
PM Project Manager
PMKeyS Personnel Management Key Solution
PMP Project Management Professional
POC Proof-of-concept

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PTSD Post-Traumatic Stress Disorder

QA Quality Assurance
R&D Research and Development
RAN Royal Australian Navy
RAS-AI Robotics, Autonomous Systems and Artificial Intelligence
RCA Root Cause Analysis
RMIT RMIT
RMP Risk Management Plan
RPA Robotic Process Automation
SDLC Software Development Lifecycle
SICP Sovereign Industry Capability Priorities
SKAB Skills Knowledge Attributes Behaviour
SKAP Skills Knowledge Attributes Profile
SLA Service Level Agreement
SME Subject Matter Expert/Expertise
SOA Service Orientated Architecture
SOCOMD Special Operations Command
SOPs Standard Operating Procedures
SQE Suitably Qualified and Experienced
SQEP Suitably Qualified and Experienced Personnel
SSD Safe Stacking Distance
TASMIS Training Area and Safety Management Information System
TBI Traumatic Brain Injury
TMF Training Management Framework
TRL Technology Readiness Level
TTPs Tactics, Techniques and Procedures
TTV Train, Test and Validate
UNSW University of New South Wales
UPM Unit Progression Map
US United States
USDoD United States Department of Defence
WHD Wearable Health Devices
WHS Work Health and Safety
WIE Warfighter Information Environments
WoAG Whole of Australian Government

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1 Background
The following sections provide context on the Buddy Suite Artificial Intelligence (BSAI)
technology concept and the Invicta Prospects Group (IPG) team.
1.1 Buddy Suite Artificial Intelligence

BSAI is a leading-edge conceptual Artificial Intelligence (AI) platform especially designed for
the ADF, comprising the following three key elements:
• The Data Corpus

• The Neural Architecture
• Business Intelligence – reporting, analytics and dashboards
Figure 1 shows how BSAI and its subcomponents will interface with the main Defence data
sources, those being:
• Existing Defence data sources e.g., PMKeyS

• Trusted data sources external to Defence e.g., Bureau of Meteorology
• Future Defence data sources e.g., end-user applications
Figure 1. High Level Data Sources and the Buddy Suite Neural Architecture

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Data SME Oracles within the Neural Architecture will identify, cleanse and curate data from
these sources, making it available to AI algorithms in the Data Corpus. These algorithms will
be integral to turning data into information, to deliver actionable insights to Australian
Defence Force (ADF) Commanders.
The ability to mobilise data through granular analysis will deliver unprecedented hindsight,
insight, oversight and foresight to the organisation. Specific use cases, in the form of
Initiatives and Epics, will be discussed later in this report.
Table 1 shows the areas in which the Data Corpus will deliver value to Defence and their
related benefits.
Table 1. Data Corpus Benefits
Category Explanation Benefit

System interoperability Connected systems, rather than siloed data Less time wastage and more time available
sources, will streamline administration and for critical tasks
planning
Whole of Defence view Commanders will have visibility over their State of workforce (based on current
workforce digitised data sources) known
Central source of truth All digitised data will be accessible in one Less time wastage
central location
Reporting Having access to all data sources will Less time wastage and data informed
enable digitised reports leveraging all data decisions
sets
AI enabled analytics AI will be used to conduct advanced Data informed decisions; human-machine
analysis delivering key insights to decision teaming for better outcomes
makers, not currently available
Immediate Access Data available at the click of a button Less time wastage and quicker decision
cycles
Objective cognitive Achieved by reporting and analytics being Justifiable decision making backed by
decision support able to mobilise currently static and siloed objective data
data sets
Real time, up to date data BSAI will deliver access to real-time data Decisions based on the most up-to-date
information

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1.2 IPG Management Capability

The IPG Founders, Shane Acorn and Daniel Pace, share over 20 years combined elite
military experience, including service with the Royal Australian Navy’s (RAN) Clearance
Diving Branch and Australia’s Special Operations Command (SOCOMD). They have an
intimate understanding of the problems specifically being addressed by BSAI, which have
been validated with support from key senior military members who see great value in the
solution.
SHANE ACORN | Cofounder and Chief Executive Officer
Shane has qualifications in Finance and Project Management (Agile); a Graduate Certificate
in Management from UNSW; and is a graduate of the Oxford University Artificial Intelligence
Program. Shane is completing an MBA (Technology) at AGSM (UNSW) and has past
experience as an early-stage employee in other technology start-ups.
DANIEL PACE | Cofounder and Chief Operations Officer
Daniel has a Diploma in Electrical Engineering, a Graduate Certificate in Management from
Macquarie Business School (MBS) and is a graduate of the Oxford University Artificial
Intelligence Program. Daniel is currently completing an MBA with MBS.
Both Daniel and Shane have experience managing small business through their consulting
company founded in 2016 as well as IPG founded in 2019.
GEOFF BENSTEAD | Chief Information Officer & Board Member
Geoff has over 35 years' experience in business transformation, IT service, solution delivery
(Waterfall, Agile and ‘Wagile’), change management and business management with start-
ups and corporates across multiple industries around the globe.

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During that time, Geoff held C-suite roles including COO, Regional Manager (APAC) and
multiple Country Manager roles. Geoff recently held a role in IBM Shared Services, with
Asia Pacific and global responsibilities for a large portfolio of internal programs. His mission
was to standardise, simplify and support IBM's business processes and tool alignment,
keeping it relevant within evolving global and IT markets. In addition to Geoff’s current
position on IPG’s Board of Directors he is also IPG’s CIO. Geoff has a BSc (Hons) and is a
qualified Project Management Professional (PMP).
PAUL SORAUER | Chief Technology Officer
With over 20 years industry experience, Paul has worked with large clients including the
Australian Government and ADF on the Garrison Estate Management System (GEMS). Paul
brings expertise in Agile Software Development Life Cycle (SDLC), both creating and
managing software development teams, and has solutions architecture and development
experience across the Microsoft stack. Paul also holds a qualification in AI with RMIT.
Board of Directors
IPG’s management team is supported by an experienced Board of Directors.
RETIRED MAJOR GENERAL FERGUS MCLACHLAN AO
An experienced leader with a demonstrated history of strategic planning, Gus successfully
managed cultural and organisational change during the ‘Digitisation of the Army’ program.
After 37 years’ service, Gus retired from the Australian Army as Commander - Land Forces
Command, responsible for over 35,000 personnel.

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In addition to his role with IPG, Gus currently holds a number of Board positions in the
Defence sector; is an Adjunct Professor at Monash University; is Chair of the Advisory
Board for the Cyber Data and Security Research Institute at Charles Sturt University; and in
2018 was made an Officer of the Order of Australia owing to his work in modernising the
Australian Army.
ANNA POGSON
Anna Pogson is a Senior Associate with Clifford Chance, one of the world’s pre-eminent
law firms. Her practice focuses on complex commercial litigation and class actions. Prior to
joining the firm, Anna practised as a litigator in New York. She also previously worked as
the Associate to the Hon. Justice Stephen Gageler of the High Court of Australia. In 2016,
Anna completed her Master of Law degree at Columbia Law School.
MATTHEW CRAMP
Matthew served 13 years as an Officer in the RAN, eight of which were as an elite Mine
Warfare and Clearance Diving Officer, specialising in Reconnaissance and Mine
Countermeasures. Matthew has first-hand experience of the deficiencies addressed by
BSAI. Having completed his MBA with MBS in 2019 and currently a Chartered Financial
Analyst (CFA) Level 1 candidate, Matthew provides high level strategic advice to the
founding team.

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2 Scope
Defence highlights that “a future technology Concept Exploration is not about making the
technology work, but understanding the so what, how, where and when” [1]. IPG has used
this definition to guide the scope of its Phase 1 activities for this project.
As seen in Figure 2, the purpose of Phase 1 was to introduce key ADF stakeholder groups
to IPG’s concept of using AI to support decision making for military training and operations.
This included a series of initial workshops with future user groups to identify the types of
data available to them, and where specific data gaps may exist because the data is not
currently digitised nor discoverable. This was achieved by gathering requirements across a
select group of military activities, which could then be used as a sample to represent the
broader ADF’s requirements. In addition to these workshops, research was conducted into
existing Defence data sources to determine the potential for integration, data acquisition
and data sharing. The IPG team used this information to develop AI scenarios which were
then presented back to user groups during follow-up workshops.
Figure 2. Concept Exploration and DIH Phases

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This report considers Defence’s Fundamental Inputs to Capability (FIC) and the Defence
Data Strategy 2021-2023 (DDS-21-23) and succinctly explores the ways AI can be
employed to protect human life, in the context of planning and safely conducting high-risk
activities at the tactical edge. It looks to investigate the front end of innovation that this
project phase represents and to set the course for later phases; to be the phase between
first consideration of an opportunity and when it is judged ready to enter the structured
development process [2].
The solution concept and its alignment to force design objectives saw Phase 1 address
training, operations and technical requirements. Close collaboration with Defence allowed
the IPG team to thoroughly explore the concept from both an operational utility, and
technical application perspective. This enabled IPG to provide a system concept and
include insights in the following areas:
• How the solution could shape operational effectiveness

• The technologies most suited to operations that align with this concept
• The FIC and their impact on the concept and vice versa
• The uses of the technology that may impact operational effectiveness (e.g., at
doctrine/tactic level, at the tactical edge)
Finally, it was important that IPG kept in mind when exploring the concept that this is a very
sophisticated computer system. At a basic level “AI refers to the output of three interacting
elements: computer hardware including data storage and processing subsystems;
software, often referred to as algorithms, which give instructions to the hardware; and data.
Algorithms need data, and their effectiveness tends to increase as more data is used and
more datasets are brought together” [3]. Therefore, IPG’s breakout of scope as described
above, weaves these strands throughout the fabric of this AI concept being explored. In

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addition, the importance of data as highlighted in this definition has guided the
recommendations in section 9.1.
The following checklist was used to manage the quality of IPG’s output from Phase 1.
Table 2. Phase 1 Quality Checklist
Are the reports documented in an easily understood manner?

Are both normal and failure scenarios included?
Has an identification of stakeholders and their responsibilities been made?
Have stakeholders’ needs been explored?
Are goals and objectives evident?
Does the system concept include external interfaces?
Are both operational and support environments included?
Does evidence exist for alternative concepts and the rationale for the selection?
Does the process include operational scenarios?
Have the findings been reviewed and accepted by key stakeholders?
2.1 Operational Scope – Operational Description

The Operational Scope describes the operation of the system concept from the viewpoint
of various stakeholders and documents User Requirements for ultimate system operations.
It does this by capturing multiple viewpoints that facilitate an exploration of alternative
project concepts e.g., which AI model types to employ.
To achieve this, IPG developed the planning and execution of the following tactical scenario
from the viewpoint of our key stakeholder groups. IPG then used collaborative techniques
such as process flow generation and User Story collection during the workshops to build
out the operational description, model outcomes and to collect requirements. This ensured
the scenario was real, relatable, and applicable to our stakeholders and to Defence.

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The operational scenario is summarised below:
1. Force Generation (FORGEN) of the Amphibious Ready Element (ARE) including
HMAS Canberra, Australian Clearance Diving Team One (AUSCDT-ONE) and 2nd
Commando Regiment (2CDO) Alpha Company (ACOY)
2. The scenario takes the ARE from Baseline Level of Capability (BLOC) through the
Minimum Level of Capability (MLOC) to Operational Level of Capability (OLOC) as
part of the Battleworthiness certification for deployment on Operations
3. The ARE then deploys to the fictional AO, East Muerta Sea to conduct combative
operations then are finally withdrawn.
2.2 Technical Scope – Solution Concept

The Technical Scope is defined to ensure the solution concept explored is technically
feasible in the context of the operational scope and that any risks associated with adding
BSAI to the Defence infrastructure are surfaced and mitigated.
Defence has a potent array of planning capabilities but is limited in its decisive, efficient,
and effective employment of these capabilities due to a complex mix of independently
designed networks, applications, and platforms.
The stakeholder’s needs provide the understanding to explore the concept comprising this
DIH Phase 1 project. The establishment of a technical scope should ensure an established,
resilient, and survivable BSAI architecture that supports risk management, decision support
and the Intellectual Edge for military.

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High-level needs highlight that BSAI supports the full integration of critical systems that
make up the capability, which includes the scoped capability blocks in Figure 3. Together,
these make up the Buddy Suite Information Environment (BSIE).
We chose to express this at the capability level rather than the component level as
abstraction to capability allows us to more easily consider what services and capabilities
are needed from the technology.
Figure 3. Buddy Suite Capability Blocks
The IPG team decomposed stakeholders’ needs and investigated normal and failure
scenarios, so we had a sufficiently detailed understanding to build this Concept Exploration
Report for Phase 1.

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Considering the BSIE (Figure 3) we see the scope should define the following capability
blocks:
a. Application Development– The ability to configure tools that integrate with the
BSAI service offerings ensuring alignment to established in-service policy and
procedures.
b. Data Management & AI - The ability to design data and application patterns and
apply them to design, implement, deploy, administer, maintain, and decommission
networks and services for a specific operational context across all common data
sources and integrated capabilities.
c. Platform Management – The ability to design platform service patterns and apply
them to design, implement, deploy, administer, maintain and decommission
platform services for a specific operational context and across intended
environments (e.g., fixed, deployed, standalone).
d. Security Architecture. A security-at-all-layers design approach will support the
maturity of technology Infrastructure and Data services, so the design has adequate
levels of resiliency, as determined by business continuity and criticality
requirements. This will allow IPG to design a tiered solution and ensures that the
security solution is appropriate to the level of risk and value of information.
e. Policy Management. Delivering a standards-governed, principles-based framework
intended to comply with Defence and Commonwealth policies, procedures, and
frameworks, ensuring decisions are made that lead to robust security and data
compliant outcomes.
f. Service Management. The ITSM forms an important facet in what technology will
be required to provide a complete solution. The scope of service management and
tools employed across design, implement, deploy, administer, maintain, and
decommission will be tailored to the service and security levels required, including
threat detection, operations and infrastructure monitoring and DevOps.
g. Training. Training of BSAI needs to ensure the training of personnel in the use of the
system and to describe the method of delivery (e.g., Individual or Collective) to
ensure proper validation of performance levels against the Defence planning
requirements for training and mission planning (see Product Support Description)
h. Data Sources. Ensures collection, storage and use of data is secure and efficient.
Also ensures responsibility and accountability is clearly defined and understood,
and that a clean, conformed, and accurate version of the data is common to all major

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processes and systems. This will allow IPG to ensure the consolidation, maintenance
and assurance of data sources is made available within the Data Corpus and that it
aligns to the appropriate policies, procedures and frameworks (see Policy
Management).
The BSIE will require full integration with the Defence Capability Lifecycle (CLC) [4]. IPG will
identify the critical systems and extrapolate FIC through key outputs from the following:
a. Design – Conceptually design a Data Corpus for Defence AI utilising BSAI for
specific operational needs e.g., mission, exercise and readiness activities
b. Develop – Realise the effort to assemble and configure the components into a
coherent solution
c. Deploy – Deploy the components creating the desired environment to achieve
maturity levels for future phases
d. Administer – Ensure the specific use cases include Service Management and ITSM
methodologies that are simplified and consolidated
e. Maintain – Ensure all application solutions and their supporting integration facilities
and technologies have defined plans for measures, maintenance, monitoring and
governance
f. Decommission/disposal – Archive or dispose of data in accordance with a
Defence-endorsed data archival and disposal policy, when it is no longer required to
support operational activities.
Shaping the technical concept to align to Defence methodologies and in-service
information environments will allow IPG to describe the employment of services, in
particular:
a. Technology areas fixed, deployed, and mobile patterns

b. Agile and responsive planning to adapt to changing information needs
c. Develop and schedule activities based on proper work breakdown structures with a
‘system of systems’ view
d. Mapping the extensive information integration requirements to testable outcomes
that are observable, testable, and repeatable; and
e. Produce the best results for technical recommendations moving forward.

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As a technical concept, the scope for this Concept Exploration Report will deliver
executable outcomes for:
• the delivery of DIH Project Phases

• defining the process for generation of this report and
• the implementation of an interoperable warfighting information sharing environment.
IPG recognises that the successful delivery of AI driven risk management and decision
support for military to the ADF, depends on more than just providing excellent technology.
IPG’s goal is to limit technical overhead, eliminate operational risks and capture productivity
gains through the implementation and integration of a fully functional, comprehensive, and
focused technology solution, which exploits the Data Corpus to improve operational
effectiveness and deliver the Intellectual Edge.

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3 Defence Strategic Guidance

Defence Strategic Guidance focuses on a number of dimensions including Capability, which
is defined as “the power to achieve a desired operational effect in a nominated environment
within a specified time, and to sustain that effect for a designated period” [4]. Australian
Defence Industry (ADI) has been identified as a FIC and will play a critical role in developing
the ADF and building sovereign industrial capability for a ready now, future ready fighting
force.
The 2020 Defence Strategic Update (2020-DSU) identified that “the Government’s plans for
Defence capability are underpinned by its policies of developing a strong, sustainable and
secure ADI and supporting leading edge national innovation” [5, p.7]. As such, ADI will form
the cornerstone of Defence’s commitment of $270B to Capability over the decade up to
2030, and IPG seeks to play an integral part as the lead provider of secure, AI solutions,
providing cognitive decision support to ADF Commanders.
Defence has identified that reduced warning times mean the ADF no longer has time to
gradually adjust preparedness in response to emerging challenges. As such, systems which
facilitate access to critical information to expedite planning, by shortening decision cycles,
will be integral to ensuring the ADF has credible capability to respond to any challenge in its
immediate region [5].
Systems which can support deployment and operation as an integrated joint force will be
prioritised for investment to enable a strengthening of Defence capability across five key
domains: Cyber; Maritime; Air; Space and Land. This focus as it relates to information

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technology in the battlespace is further demonstrated with 28% of the budget to 2030
being allocated to enterprise ICT [5].
In August 2021, the Hon Melissa Price MP announced a new list of four Sovereign Industrial
Capability Priorities (SICP). At the top of this was Robotics, Autonomous Systems and
Artificial Intelligence (RAS-AI). In a shifting global landscape, this prioritisation demonstrates
the important role AI will play in ensuring Australia keeps pace with its allies, and enemies,
as they advance development and implementation of human-machine teaming systems.
One example is the US military’s investment of $2B into AI research and development in
2019 with a further commitment of over $800M in 2021 [6].
With a commitment to grow investment in the Defence workforce to $19.2B (equivalent to
26% of the budget) by 2030 [7], it is now more critical than ever to ensure Defence has the
systems in place to enable oversight of its most important asset – its people. AI systems
will act as a force multiplier by turning data into actionable information and delivering
decision making superiority to commanders on the battlefield and at home.
The 2020 Force Structure Plan (2020-FSP) identified that “modern warfare is a joint activity
and requires the greatest possible degree of integration across all elements” [8, p. 19]. To
achieve this, Defence must ensure it puts systems in place to best leverage existing
warfighting systems including secure and resilient information technology, essential to
Defence’s ability to conduct operations. This is supported by the recent DDS-21-23 which
identified data as a strategic asset for Defence, highlighting that it must be valued,
protected, and leveraged for strategic and operational advantage. With its ability to mobilise
disparate data sets, AI and Machine Learning (ML) will sit at the core of this capability for a
future ready ADF.

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As stated in the 2020-FSP, the Australian government will invest heavily into innovation
including leap ahead technologies such as AI decision tools, to ensure Australian forces
remain “connected, protected, potent and enabled” [8, p. 67].
As a system, BSAI has the potential to influence, and to be influenced by all FIC. In
particular, by identifying, curating and mobilising data on ADF Personnel, BSAI will inform
Collective Training; enable more effective Command and Management; and provide
objective evidence to support sourcing and procurement of Supplies.
The world is becoming more and more digitised, with data and analytics playing a leading
role in the success of organisations. Failure to keep pace with the evolving global
landscape presents a risk for the ADF as regional tensions rise. Whilst the above capability
needs have been identified through the development of reports such as the 2020-DSU and
2020-FSP, there remains an inability to execute due to the lack of a solution to address the
current disconnected state of Defence data. Section 9.3.2 highlights how BSAI directly
addresses a number of concepts discussed in the DDS-21-23 [9].
BSAI will be developed in close consultation with the ADF, with a firm focus on providing a
secure, sovereign AI capability, designed to deliver real time, actionable insights to
commanders. This will see the ADF establish itself at the leading edge of military innovation
in its immediate region, and globally.

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4 Project Goals and Phase Objectives

Project Goal: to build an AI system for the ADF that protects human life by providing
cognitive decision support in the areas of risk management and decision making.
Phase 1: Objective 1 – work with Defence to further articulate and quantify the claimed
benefits and enhancements in adopting the proposed innovation.
• IPG reviewed current Defence documents and articles (e.g., DDS-21-23) to align
commentary articulated within this report to Defence’s objectives and direction
• IPG conducted a series of requirements setting workshops with ADF stakeholders to
drive out operational objectives and system requirements
• IPG performed a system materialisation to define capabilities and functions the
system and its subsystems must perform
• Requirements were gathered as Initiatives, Epics and User Stories. These were then
prioritised; and
• The above culminated in the development of this Concept Exploration Report (and
other artefacts) which includes claimed benefits and a forecast of organisational
enhancements to be delivered by BSAI.
Phase 1: Objective 2 - roadmap the path to Proof of Concept and greater technical
maturity in a Defence context.
• IPG has built a maturity roadmap for this project which includes creation and
delivery of a Roadmap for Development that outlines the planned phases and
related development activities to achieve Technology Readiness Level (TRL) 8
• Validate the discoverability of required data and look for ways to close gaps
• This phase seeks to set the components of BSAI at TRL 2 or early TRL 3.

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Phase 1: Objective 3 - determine a possible integration pathway into Defence.
• IPG has identified Defence integration pathways which are outlined in this and other
deliverables
• These integrations (and interfaces) include and are not limited to ADF systems,
trusted external sources and third-party sensors.
Phase 1: Objective 4 - further explore the feasibility of the innovation including a
development schedule.
• The development schedule forms part of the final Roadmap for Development. IPG
also assessed the feasibility of proposed integration activities such as interfacing
with third party sensor technologies and existing Defence applications

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5 User Needs and Defence Applicability

Discussions with key Defence stakeholder groups have provided IPG with a perspective of
User Needs that can be defined at the tactical, operational and command levels throughout
the organisation. In addition, IPG has leveraged its team’s combined 70 plus years of
military service and first-hand experience, to assist with describing these needs as Themes,
Initiatives, Epics and User Stories (Figure 4). These were used to inform this phase and will
continue to inform subsequent phases.
Figure 4. Concept Exploration
5.1 Requirements – Defence Applicability

The ADF is an 87,900 strong organisation [10, p. 116], utilising thousands of applications, a
web of disconnected spreadsheets and an unknown number of paper systems to plan and
record all Defence activities. Never has there been one central source of information made
available to decision makers. Such a system would mitigate risks, improve efficiency,
significantly increase workforce productivity, and shorten decision cycles beyond
comprehension.
The DDS-21-23 (see section 9.3.2) identified five pillars, one of which was Discover. Being
able to discover data across its network of applications and paper systems is critical to
ensuring the ADF is able to address Priorities discussed in the strategy document. Without
a system such as BSAI, discoverability of data is nigh impossible.

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Whilst BSAI will provide Defence with a capability to mobilise data from its existing suite of
digital data assets, there was a significant gap in discoverable or accessible data identified
by stakeholder groups. Requirements setting workshop participants highlighted that mass
amounts of data are currently only available in paper and spreadsheet systems used across
the organisation. IPG explored the cause of this data gap further during the workshops and
the resultant recommendation can be found in section 9.1.
The BSAI concept was created by a team of ADF veterans with intimate knowledge and
understanding at all levels of the organisation. This has helped to shape the concept which
has been supported by current serving Defence members and key stakeholder groups as a
part of Phase 1 activities.
5.2 Requirements Gathering Process

Whilst BSAI is being designed as an enterprise solution to provide cognitive decision
support to commanders across the ADF, the IPG team identified it would be impossible to
engage with every single ADF stakeholder group during Phase 1 of this project. As such,
two key groups were identified, whose data requirements at the Tactical and Intellectual
Edge could be used as a representation of the broader ADF workforce. In fact, the activities
undertaken by these groups on a daily basis, present as far more complex than most other
groups and therefore so too are their data requirements. By engaging with these two
groups, the IPG team finalised the requirements gathering process with a high level of
confidence that the requirements gathered are the most comprehensive they could possibly
be, to inform the proposals within this report.

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These two groups were:
• The Royal Australian Navy’s Mine Warfare and Clearance Diving Group (MCDGRP)
and;
• Special Operations Command’s (SOCOMD) Defence Special Operations Training
and Education Centre (DSOTEC).
The stakeholder representatives were a combination of seasoned operators of Senior Non-
Commissioned Officer ranks and Commissioned Officers who brought a wealth of
knowledge and experience at the tactical edge.
There are a number of publications calling upon Defence to change its approach to
software exploration and development. They state a need for:
• A more cohesive, focused and collaborative methodology to achieve technology

and concept development [1]
• Defence to be more agile and effective in this modern world [11]
IPG has developed its own, tailored approach to project management and delivery called
Wagile. The sections below outline IPG’s best of practice Wagile process that was followed
through this engagement to gather user requirements and build out the two reports as
deliverables from this phase.
5.2.1 Requirement Gathering Workshop Content
The workshops were highly collaborative and showcased the Wagile approach in operation.
IPG followed the Wagile process to ensure users’ needs were gathered in a way that was
applicable to Defence.
Subject Matter Experts (SMEs) were engaged in a relaxed, board room style meeting that
facilitated the sharing (and capture) of needs and ideas to help identify, explore and

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prioritise the scenarios the concept exploration should address. This was achieved over
multiple sessions using the below process. There were also periods of work performed
exclusively by the IPG team outside of scheduled workshops, so as to optimise periods of
face-to-face engagement with stakeholders:
• Wagile Training including access to videos made for this engagement (see Wagile
Approach below)
• Setting Success Criteria
• Process Flow Diagram review and update (see PFDs below)
• Capture of Initiatives, Epics and User Stories
• Develop and explore the concepts identified in the PFDs, Initiatives, Epics and User
Stories, and align these to Operational and Technical facets
• Document the above
• Review and update the PFDs
• Create AI specific Initiatives, Epics and User Stories
• Review and update the AI Initiatives, Epics and User Stories
• Prioritise AI Initiatives, Epics and User Stories for concept exploration and analysis
• Showcase the work products
• Confirm and ‘Sign-off’ on the PFDs
• Confirm and ‘Sign-off’ on the AI Initiatives, Epics and User Stories for concept
exploration
The requirements were categorised so that they can be used to inform not just the work
and deliverables associated with Phase 1, but subsequent phases too.
Dimensions of analysis include:
• High level features

• Feature breakdown summary
• Feature breakdown
• Requirements’ summary
• Requirements’ classification
• Requirements’ coverage

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• PFD requirements’ coverage

• Requirements’ owners
5.2.2 Wagile Approach
By design, Wagile facilitates iterative work product development as users’ needs evolve
and mature. Through close collaboration with Defence, IPG was able to guide exploration
efforts in this phase and development efforts in subsequent phases based on items which
are prioritised in the Product and Sprint Backlogs. As new requirements present, it will be a
simple exercise to refresh the backlogs based on Defence’s priorities.
Within a Wagile methodology, User Stories aligned to Initiatives and Epics (Figure 5)
describe not only the function to be delivered, but also the exit criteria which demonstrate
success. In a Wagile methodology these Acceptance Criteria are a vital component of the
Initiative – Epic – User Story framework and must be included before any work commences.
Figure 5. Hierarchy of User Requirements
Furthermore, all acceptance criteria must be demonstrated to be met during the ‘showcase’
phase of an iteration in order for an Initiative – Epic – User Story to be accepted as
complete before it can be delivered (deployed).

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Figure 6 below provides a graphical representation of the Wagile process with key artefacts
shown.
Figure 6. Wagile Process, Key Artefacts
Elaborated within a User Story are the test cases by which success is measured. These are
the test and evaluation criteria, e.g., a predictive test case (1+1 = 2, this specific action 1+1,
evokes this outcome =2) and a scenario-based test case e.g., planning a dive serial or
producing a report to identify currency of qualifications. These individual test cases can be
turned into automatic tests (as a mix of unit tests, API tests, integration tests and end-to-
end functional tests). At the highest level of maturity these are run as part of the
development change control and deployment processes, providing a full regression test
suite that can be run daily.
The test cases, aligned to features and functions through the Initiative-Epic-User Story
framework, articulate the testing criteria and the benefits that accrue from them. As such,
there is a very tight relationship between test planning documentation and requirements

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artefacts as one is written from the other. Base functionality would be included in the test
plan and included in the documentation.
As part of Wagile documentation, IPG translated the Themes, Initiatives, Epics and User
Stories into the elements that need to be in this Concept Exploration Report e.g., use case
scenarios (see Figure 7) as well as any other documentation required (e.g., Technology
Capability Stack).
Figure 7. Concept Exploration feeds the technology capability stack
For our stakeholders to get an appreciation of our Wagile approach we developed and
delivered a “Wagile Workshop”, as part of our engagement with each stakeholder group.
This covered the following elements:
• What is Wagile?
• How does Wagile compare to a traditional Waterfall approach?
• What does a Wagile project and project plan look like?
• How is a Wagile project managed?
• What are the four key values of Agile leveraged by Wagile?
• How Wagile takes the best from Waterfall and Agile
We have produced a series of videos to augment and reinforce the Wagile sessions.

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Figure 8. The best from Waterfall and Agile
Figure 8 summarises our Wagile philosophy which takes the best from Waterfall and Agile.
5.2.3 Process Flow Diagrams
IPG practices a process driven approach to both concept and software development. We
like to understand the operational context within which we are going to operate as this
informs many design and development considerations.
As such, our requirements gathering process saw the generation of PFDs as central to our
effort. These highly visual tools enabled ADF stakeholders to agree on a visualisation of
their current state within which their current needs sit. It then became much simpler for
everyone to have a common base upon which to investigate the concept being explored.
The PFDs will carry forward to future phases, providing continuity and a consistent
reference. That is not to say that they cannot be changed. A key tenet of Wagile is to
‘welcome change’ over blindly ‘following a plan’.

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Our PFDs decompose the processes of operation being explored within the concept. They
start at high level process blocks and typically go down one or two further tiers with
callouts providing detail, narrative and even capturing critical business rules.
The review and development of PFDs proved an invaluable technique for ensuring we
achieved a smooth and efficient requirement gathering process. Below is an example of
one High-Level PFD built through the requirements gathering process. Each of the
components was then further broken into a complete, detailed full process flow that
described a core scenario e.g., a training dive activity.
Once generated, PFDs were socialised, validated, and approved by the relevant
stakeholder(s). Figure 9 is an example of the high-level process blocks that comprise
‘Planning and Executing a Dive’.
Figure 9. High Level PFD: Planning and Executing a DIVE
Each of the high-level PFDs was broken out into the process blocks that detail the full
process. Figure 10 is a simple example that covers the ‘Post-Dive’ process for personnel.

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Figure 10. Simple example of a second level process flow
At the top right of the process flow you can see a key that describes the groups of people
interacting in this process block. Personnel in green and then System updates or reports in
purple. The yellow diamond signifies a decision point. The process block starts once
‘Execute Dive’ has ended and runs through to ‘Dive Complete’. The ‘3’, contained in the
‘Conduct Dive’ connector is a reference to the prior process block in the flow.
First there is a decision to be made. Are all personnel ‘OK’? If ‘yes’, then we follow the
arrow going out to the right. If ‘no’, for those not ‘Ok’ we follow the process down. So, for
the PAX who are ‘ok’ we see the SQE for the PAX updated and for them the dive is now
‘complete’. For PAX ‘not OK’, we see the need for a medical check and then their SQE
getting updated. For them too, the dive is now ‘complete’. As a last step, the system
captures the inputs from the dive and updates the logs of the divers and also the
supervisors, instructors or any other roles who assisted on the dive.
The process steps involving people are numbered to identify the process elements to which
they belong, and where they are in the sequence. 4.6 is ‘Medical Check’, and this reference
would be used to explicitly point requirements or User Stories to this element of the

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process. As stated, this is a diving example, however similar processes were discussed,
and requirements captured for other military activities during Phase 1 workshops.
5.2.4 Requirements – AI Initiatives and Epics
During the requirements’ gathering workshops, 131 AI User Stories were collected. These
were aligned to the FIC so the areas of capability that they impacted were clear. As we
were conducting internal reviews following the requirements gathering workshops, 10
distinct Initiatives became evident which had 33 AI Epics below them.
Figure 11 is an example of the hierarchy break out.
Figure 11. Hierarchy of User Requirements
The AI Initiatives were kept at a high level and made generic in nature, because at this point
we were driving towards the priority Epics that we would then explore in detail. To these
specific AI Epics we mapped User Stories. Approaching the collection of requirements in
this way will allow us to develop the generic AI algorithms and then apply them with
minimal additional effort to create specific AI models aligned to an AI User Story.
This is an example of a generic AI Epic and its attendant AI User Stories.

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AI Epic with its aggregated AI User Stories
Use sensor data to manage physiological exposure to an effect
• Predict VO2 max requirements based on diving activity parameters, gas

consumption and heart rate during dives to recommend Clearance Diving fitness
standards adjustments – this was identified by the MCDGRP stakeholder group
• Predict mild Traumatic Brain Injury (mTBI) and TBI in individuals based on
environmentals, activity parameters (e.g., stacking distance, Net Explosive Quantity),
over-pressurisation and blood biomarkers – this was identified by the DSOTEC
stakeholder group
• Predict impact of fatigue on threat identification and shooting accuracy (HRV, HR,
sleep metrics) – this was identified by the DSOTEC stakeholder group.
The AI Epics and User Stories for the concept were described and explored with the top
scenarios agreed upon by their primary sponsor.
5.3 Internal Team Review

After completing workshops with each of the stakeholders, the IPG team conducted an
internal review of all requirements. The team analysed the User Stories and the degree of
maturity required in the Data Corpus, for the AI models to function at the required level. This
maturity is important as for AI model to be trained, tested, validated and to then go on to
produce reliable results, a critical mass of data in the Data Corpus is required.

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Table 3. AI Initiatives and their scope
Ref# Initiative Scope of Initiative

1 Compliance •Doctrine Uptake
•External Standards
2 Health •Negative health outcomes
•Injury Rates
•Staying healthy
3 Q&A •Status
•Results
•Information
•Assessment
4 Manage •Maintenance
Equipment •Failure Rates
5 Manage People •Recruitment
•Rotation
•Career / Trades
•IR Status
6 Manage Safety •Incident
•RCA / Risks
•PAX / Equipment / Environment
7 Performance •Individual Training Cycles
Optimisation •Rest Ratios
•Is this person physiologically right for the job
8 Mission •Date/Time/Location
•Activity Type
•PAX
•Equipment
9 Training •Individual Training – Assess Currency
•Individual Training – Assess SQE Status (Operator, Supervisor, Instructor)
•GAP to Target Capability (IT/CT/JT & BLOC/MLOC/OLOC)
10 Process •Doctrine update
Improvement •Efficiency of training process
•Efficiency of mission planning process
As stated above, through our internal reviews it became clear that the 33 Epics could be
aggregated under 10 Initiatives. Table 3 shows the taxonomy of Initiatives to Epics to User
Stories.
Additional data sources would continue to be discovered and consumed, and additional AI
models would continue to be developed so that Defence’s use and value from its data
assets grows. However, despite the plethora of existing Defence Data sources (see Figure
12), the workshops reaffirmed that the there is a critical gap in digitised and discoverable
data required to enable the highest possible value to be derived from AI driven cognitive
decision support at the Intellectual Edge.

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Figure 12. The Future State that our Concept enables
Further exploration and analysis of the requirements concluded the need for a digital tool
that could be used to capture critical data to enrich the BSAI Data Corpus for Defence AI.
For the tool to be effective and efficient, IPG determined that it must reduce the current
administrative burden on the end-user, who is often required to fill out the same data
multiple times across several paper-based forms and logs. It must also be easy to use,
intuitive and able to be embedded within the daily battle rhythm of the operator. This has
clear intrinsic value, but also through streamlining and reducing existing workloads, would
enhance the adoption and take-up of the tool.
A tool of this nature would also provide real-time Objective Quality Evidence (OQE) for
Preparedness Assurance through the entire chain of command, from the individual all the
way to informing the CDF’s Defence Preparedness Report to the Minister for Defence and

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the Australian Government [12]. Given the commonality of requirements amongst each of
the stakeholder groups, IPG is confident that a genericised and configurable Data Corpus
Enrichment Tool would meet 90% of the requirement for 100% of the workforce, with only a
small degree of customisation for a small number of specialised user groups, such
MCDGRP and SOCOMD.
In order to provide an enterprise view of the solution concept, IPG leveraged the Subject
Matter Expertise (SME) of its team, consisting of over 70 years ADF experience, as well as
knowledge gained from engagement with user groups outside of this project, such as the
ADF Parachute School (ADFPS) and Director General Training and Doctrine (DG TRADOC).
To ensure the solution concept met the requirements of the ADF, IPG mapped each of the
captured AI User Stories against the nine FIC, as well as aligning the Concept Exploration
Report and Roadmap for Development with the 2020-FSP, 2020-DSU and the
DDS-21-23.
This experience allowed the team to develop the Operational Concept across the full
breadth and depth of the ADF. This was achieved by considering all Army Training Levels
(ATLs) contained within the Army Training Management Framework (TMF) [13], across the
entire Readiness Spectrum (updated Force Generation Cycle) and Sea Release Assurance
Framework (including the Handover of Collective Training). This approach show’s how BSAI
will be embedded within all levels of the organisation from Individuals to Joint-Operations
Force Elements. In addition, it will cover the entire Defence Employment Operational Cycle
of Individual and Collective Training for unit and mission readiness through to the
deployment of joint forces into theatre on operations, as well as withdrawal and
reconstitution.

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6 Operational Description
This operational description is a system-centric description. It leverages the operational
scenario explored to identify intended users, how the system is intended to be used, and
the external conditions expected during use of the system. As such, it is the definitive
reference for fitness of the system for intended use.
6.1 Current Capability

Currently, the ADF is utilising thousands of applications, a web of disconnected
spreadsheets and an unknown number of paper systems to plan, brief and record military
training and operations. Data for key insights, such as Suitably Qualified and Experienced
Personnel (SQEP), is uncontrolled and often stored in unverifiable logbooks. This is
inherently time intensive, manually tedious, prone to human error, offers poor information
security and no real-time visibility of individual and collective force readiness. The
disconnected nature of paper-based systems, spreadsheets, and a siloed disconnected
Defence application landscape, provides limited scope for reporting, trend analysis or
application of AI and ML.
6.2 Target Capability

IPG’s strategic intent is to deliver AI to support decision making during training and
operations across tactical, operational, and strategic settings. Digitised and discoverable
data is essential to enable the target capability. This will be achieved by the delivery of a
Data Corpus, Data Corpus Enrichment Tools and functional AI. In an environment where
decision cycle times can mean the difference between life and death, BSAI will provide the
ADF with relative superiority.

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6.3 Interoperability with other systems

Interoperability with Defence domains is a broad and complex topic. It requires
understanding the application within its environment, it’s interoperability with other systems
on the platform and the management of data and information across respective
environments. As Defence employs 5th Generation Warfigher equipment to ‘the edge’, many
of these new capabilities are enabled by or interface with traditional ICT Systems and
platforms.
The battlespace is changing, moving away from isolated or functional systems to more user
and data centric Warfighter Information Environments (WIE). This drives the decision
making closer to ‘the edge’ and creates a need for access to quality data that is dependent
on:
• Time - Mission planning to force employment, and the phases of build-up

• Operating Domain – Strategic (Enterprise) and Warfighting domains (information &
cyber, maritime, land air and space) and locations in fixed, deployed and mobile
environments; and
• Levels of Planning – Strategic, Operational and Tactical.
Time is critical to the decision cycle and maintaining access to discoverable data is a
challenge. Where planners at the Strategic level are not constrained by complex and
contested states or degraded or disconnected conditions, those operating in the tactical
locations (either fixed, deployed, or mobile) are. Maintaining decision superiority through
delivering the most recent digitised and discoverable data, can be challenging.
Ensuring the automatic exchange across environments and interacting with trusted data
sources (encompassing Defence, Partner and Publicly available data) and the ability to
reconnect and recommence information exchange will ensure the Data Corpus, Corpus

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Enrichment Tools and functional AI remain effective and that decisions are made with the
most up-to-date information available.
6.4 Users
BSAI has 4 categories of users:
1. Strategic User – Flag Officers, Commodores/Brigadiers and above
2. Operational User – Senior Officers, Lieutenant Commander/Major to
RAN Captain/Colonel
3. Tactical User – Non-Commissioned Officers and Junior Officers, Seaman/Private to
Lieutenant/Captain
4. Administration User – Qualified Administrators, Uniformed Personnel and Civilians
6.5 Employment Modes

BSAI will feature two employment modes:
1. Online – Connected to the network and providing real-time situational awareness
2. Offline – Disconnected from the network providing near real-time situational
awareness using cached data. When deploying to a known area without
connectivity, such as a remote training area, at sea or during a heightened Emission
Control (EMCON) state, the system would leverage cached data on controlled
devices to provide near real-time insights and recommendations.
Note: Use of cached data on mobile devices carry additional risks such as: outdated data
inhibiting training and operations (if the data hadn’t been synchronised for several weeks),
or, classified data being accessible on a device if the device were to be lost or stolen.
These risks have been considered and several mitigations are being explored including fail

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safe data deletion, multi factor authentication, encryption and policy enforcement using
business rules.
6.6 Environment and Areas of Use

At a high level, there are two primary environments and Areas of Use:
1. Base Use – This includes any Main Operating Base (MOB), Forward Operating Base
(FOB) or other secure environment such as a Naval Warship.
2. Field Use – Training environments such as Defence range facilities as well as non-
Defence Training Areas or deployed in a Theatre of Operations outside the FOB.
IPGs intent is for BSAI to be used Anytime, Anywhere and on Any Device (ATAWAD). IPG
notes that a system of this nature would need to be used on controlled devices, therefore,
the AD of ATAWAD will focus on compatibility with any device that Defence chooses, so
long as it is secure and controlled. As such, the hardware platform upon which the system
will be used needs to be capable of sustaining itself with performance in those
environments (hot-cold; water; altitude; high UV; bright light - no light etc).
An example of this would be in the field where there is no easy access to a power point.
The hardware should be capable of powering itself for the session(s) it is being used for or
have recharge facilities (e.g., solar, back-up batteries, power banks etc). The provision of
hardware to users by this project will be determined in later phases.

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6.7 Scheduling and Operations Planning

The system would operate 24*7 as ADF assets would be accessing it from all over the
globe during training and operations. SLAs for maintenance and software updates would be
agreed. The scale of usage will become clear in subsequent phases as we work with end
users to define the frequency of use, scale etc.

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7 Operational Concept Scenario

7.1 Intent
This Operational Concept Scenario will cover the training and deployment of a Joint Task
Force (JTF). The intent of this section is to highlight Artificial Intelligence Initiatives, Epics
and User Stories captured and relate them to an operational context.
To ensure the Scenario covers the full spectrum of ADF Training and Operations, our team
mapped these to the ADF Capability Employment Cycle, Readiness Spectrum, FORGEN
Cycle and Sea Release Levels (see Figure 13) [12]. We then broke down Training and
Operations into components that considered the Army Training Management Framework’s
(TMF) Army Training Levels (ATLs) as an applicable framework to demonstrate the concept
[13].
Figure 13. SRL and FORGEN mapped to Training and Operations
The components of Training and Operations seen in Table 4 form the phases of the
scenario.
Table 4. Training and Operations

Training Operations
Initial Employment Training Mounting and Force Projection
Individual Training Strategic and Theatre Operations
Collective Training – Single Activity Training Tactical Execution
Collective Training – Multi-Activity Training and Unit Readiness Withdrawal
Collective Training – Joint Training and Mission Readiness Other

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7.2 Capability Outcomes

BSAI is an enabler for cognitive decision support across the Tactical, Operational and
Strategic landscape of Military Training and Operations. Capability outcomes for this
concept are to:
1. Create a Data Corpus for Defence Artificial Intelligence
2. Configure Data Corpus Enrichment Tools
3. Enrich the Data Corpus for Defence Artificial Intelligence using existing and new
data sources
4. Develop BI reports and dashboards
5. Build, Test and Deploy Artificial Intelligence models to support ADF Training and
Operations
7.3 Scenario Assumptions

1. The Muertans are a fictional foreign state with views and actions that do not align
with Australian Interests
2. The East Muerta Sea and Pearl Islands are fictional areas in which the Amphibious
Operation will take place
3. Force Generation (FORGEN) of the Amphibious Ready Element (ARE) in this concept
scenario will include HMAS Canberra, Australian Clearance Diving Team One
(AUSCDT-ONE) and 2nd Commando Regiment (2CDO) Alpha Company (ACOY)
4. IPG notes there are other units that make up the construct of an Australian ARE,
however, for the purpose of showcasing the solution concept, the three units
mentioned above provide full coverage of the application of AI during Training and
Operations
5. The scenario will take the ARE from Baseline Level of Capability (BLOC) through the
Minimum Level of Capability (MLOC) to Operational Level of Capability (OLOC) as
part of the Battleworthiness certification for deployment on Operations

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6. Initial Employment Training and Other contain AI User Stories outside the context of
the Scenario, however, they have been included to showcase prioritised AI User
Stories
7. Initial Employment Training will provide examples of the application of AI to support
manning requirements to achieve BLOC as well as total workforce management
8. For ease of reading, we have included each Initiative, Epic and User Story only once
even though they could be applied across several areas throughout the Scenario
7.4 Scenario
This section describes how BSAI will inform and enhance the performance of Training and
Operations. It does this by describing an operational scenario and relating specific AI
requirements that were gathered during concept exploration. These are referenced
explicitly by providing the reference number of the AI User Story (Ref XX.XX.XX) that are
listed in Addendum 1.
Strategic Context: In anticipation of potential conflict with the Muertans in the East Muerta
Sea, the Amphibious Task Force (ATF) is to prepare AREs for ongoing combative
operations.
Operational Context: As part of the FORGEN efforts, HMAS Canberra, AUSCDT-ONE and
2CDO ACOY have 12 months as part of the Readying phase to achieve ARE
Battleworthiness certification. Post Battleworthiness Certification, the ARE will force project
on HMAS Canberra to the East Muerta Sea to conduct an Amphibious Landing and Assault
on Pearl Island against the Muertan National Defence Force.

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7.4.1 Training
Scenario Phase 1 - Initial Employment Training
Scenario Phase 1 is based around manning requirements to achieve BLOC. The focus is on
qualifying individuals. During this phase, BSAI will be able to identify the Skills, Behaviours,
Attributes and Profile (SKAP) of preferred candidates for enlistment. The AI will then
prioritise candidates and recommend suitable roles to meet BLOC (ref 05.01.02).
To ensure the right candidates are selected for the Clearance Diving Branch, the AI will
make recommendations on the physiological, aptitude and behaviour requirements for
entry based on relevant variables such as determining VO2 max from subsurface gas
consumption and Heart Rate metrics captured during current training and operations (ref
02.04.05).
Given the high attrition rate during selection of specialist roles such as Commandos or
Clearance Diving, the AI will identify and recommend the candidates with the highest
likelihood of success, decreasing attrition and increasing output into these difficult roles (ref
05.01.05).
The full spectrum of Commando training is not required to meet both current and future
operational needs. Therefore, the AI will recommend adjustments to the reinforcement cycle
so that courses are prioritised based on current and emerging threats. In this way, the AI
improves efficiencies to generate a force that is ready now. For example, the current
situation in the East Muerta Sea would require courses such as Tactical Surface Swimming
and Amphibious Operations, however others such as Cold Weather and Mountaineering
could be excluded from the current training continuum (ref. 09.07.04).

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As part of the OLOC requirements for the ARE, the Clearance Divers and Commandos will
be required to undertake parachute training. Parachute training is often cancelled due to
inclement weather and the length of the course often sees personnel miss out due to other
commitments. The AI will make recommendations for the best time, date and location for
the courses based on weather forecasts, prior activity success and personnel availability.
This might see the course commence on a Monday for 5 days of ground training at ADF
Parachute School (ADFPS) then recommence the following Thursday at a different location
for remainder of the course (ref. 07.04.01).
Scenario Phase 2 - Individual Training
Scenario Phase 2 is based on preparing individuals for Collective Training. The focus is on
achieving high competence and maintaining currency. During this phase, BSAI will group
individuals based on skill degradation and recommend training frequency for each group so
that Readiness based on competency (rather than training frequency) is maintained (ref
09.02.06).
The AI will personalise training and place personnel into different groups for each skill they
are required to maintain, to optimise their individual performance (ref 05.03.01).
During high-risk activities where doctrine updates are of prime importance, such as diving,
Dive Supervisors will not be able to plan a dive using Dive Buddy (fit-for-purpose Data
Corpus Enrichment Tool) until Doctrine updates have been read and acknowledged (ref
01.01.01).
The AI could recommend and schedule training to align with Unit Progression Maps (UPMs)
ensuring that individual skills required for each billet (based on their duty statement) are

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achieved and maintained (ref 03.01.02). For example, BSAI would plan dive training to see
divers progress from conducting individual emergency drills, to diving in pairs, then as part
of a team achieving competence for Clandestine Beach Clearances in preparation for an
Amphibious Assault on Pearl Island in the East Muerta Sea.
By analysing physiological responses to effects, the AI would recommend individuals who
should (and shouldn’t) perform specialist roles such as explosive breaching and high-
altitude parachuting, based on their physiological sensitivity and resilience (02.04.07).
Scenario Phase 3 - Collective Training – Single Activity Training
Scenario Phase 3 is based on the initial stages of Collective Training with a focus on
training single activities at a time. As part of anticipated Tactical Actions in the East Muerta
Sea, Commandos and Clearance Divers must prepare for dangerous and complex
scenarios which include training single activity skills that expose soldiers and sailors to over
pressurisation (explosive blasts) such as explosive breaching, heavy weapons and beach
clearance using explosives. Bleeding edge research indicates that repetitive exposure to
explosive blast is a primary factor in Traumatic Brain Injury (TBI) amongst Special Forces
Operators and other trades that perform explosive demolitions and breaching such as
Clearance Divers and Engineers.
To significantly reduce or potentially eliminate blast related TBI injuries and prolong the
careers and lives of those at risk, BSAI would group individuals based on their physiological
sensitivity by analysing data from GLIA Diagnostics Biomarkers, B3 Blast Gauges and
Bomb Buddy, a fit-for-purpose Data Corpus Enrichment Tool (ref 02.02.03).
The AI would then make recommendations based on objective data and medical science as
to which personnel are and are not physiologically suitable for roles that involve repetitive

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exposure to blast (02.04.07). During the initial state of Data Corpus maturity, BSAI would be
able to flag individuals that have been over exposed to blast, based on their recent
exposures and individual resilience, and then recommend appropriate recovery times for
returning to duty and returning to baseline (ref 02.04.02).
As BSAI matures, proactive recommendations will be made, such as Safe Stacking
Distances (SSD) for explosive breaching (ref 02.04.12), recommending amendments to Net
Explosive Quantities (NEQ) of charges used during training, and altering training cycles (i.e.,
conduct blast exposure training every other day rather than a weeklong component training
block) (ref 02.04.13). These applications of AI will prolong the careers and lives of personnel
(ref 02.02.04).
Planning and supervising dangerous and complex activities such as diving is difficult and
inherently dangerous. The associated risks are amplified when supervisors and operators
are fatigued. The AI would be able to provide safety alerts and recommendations during the
planning process such as identifying divers with residual levels of nitrogen in their system
(ref 05.02.01) so that adjustments can be made to planned dive depths and durations. With
the BSAI Data Corpus acting as a central source of truth, Oracles could source data such
as civilian dives (ref 02.02.02) and calculate repetitive groups during the planning process
to prevent unintentional Decompression Illness (DCI). During the supervision of dives, the AI
ensures ADF personnel are at the Intellectual Edge (ref 09.04.01) by providing real-time
safety alerts such as identifying depth and time over runs and by making recommendations
such as the need for in-water decompression or recompression chamber dives (02.02.02).

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Scenario Phase 4 - Collective Training – Multi-Activity Training and Unit Readiness
Scenario Phase 4 is a continuation of the Collective Training in Scenario Phase 3 with a
focus on units conducting training activities in series or in parallel. By leveraging the Buddy
Suite Data Corpus Enrichment Tools, activity metrics including equipment usage will be
captured. This will enable the AI to make recommendations for rotating equipment such as
Stealth Diving apparatus, to ensure even wear and tear (ref 04.02.02), in addition to making
recommendations on adjustments to maintenance schedules to save time and money. By
mobilising data, BSAI will provide procurement recommendations based on actual usage
against capability requirements, preventing unnecessary procurement and allowing money
to be reallocated to other areas, increasing capability and readiness (04.02.06).
During the planning of multiple activities, BSAI will consider all available variables and
recommend adjustments to the risk profile of the activity or activities based on the
individuals assigned, their experience, any recent exposures, and activities before and after
the activity being planned (ref 06.02.03). This might see an increased risk profile for Junior
Supervisors managing an activity with inexperienced operators, with the effects of
inclement weather. Conversely, it may see a decreased risk profile for seasoned Operators
with a history of working together, resulting in an informed increase to training threshold.
BSAI will use data captured through its Data Corpus Enrichment Tools, as well as data
sourced by Buddy Suite Oracles on civilian activities, to flag individuals at risk. For
example, the system could flag individuals scheduled to conduct parachuting activities, that
have residual inert gases in their blood due to a recent dive (either civilian or military). This
will prevent serious injury and/or death from DCI such as a Cerebral Arterial Gas Embolism
(CAGE) (ref 02.02.04).

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During multi-activity training, operators are exposed to a range of effects including blast,
breathing compressed gas, lead, chemicals, smoke, as well as sleep deprivation and
fatigue. BSAI will analyse the data captured to make predictions on the impact on individual
performance, providing Operational Commanders with insight into capability degradation as
well as making recommendations to ensure Force Readiness is maintained (ref 02.04.14).
BSAI will make training recommendations for the rotation of personnel within a team to
ensure that there is redundant capability amongst individuals for collective competencies
and unit readiness (ref 09.02.12). For example, Clearance Divers training for Clandestine
Beach Clearance of Pearl Island will conduct dives using the Shark Marine Sonar. Despite
this, there is an opportunity for one or many Clearance Divers to conduct multiple dives
without encountering a mine. Without digitised records it is impossible to know how many
mine find procedures a Clearance Diver has conducted. BSAI would assist in training and
exercise design to ensure all Clearance Divers conduct an appropriate amount of mine
finds to ensure the unit is truly ready.
Scenario Phase 5 - Collective Training – Joint Training and Mission Readiness
Scenario Phase 5 is based on Collective Training of multiple units across different services
orchestrating multiple activities in complex environments over several days or weeks. With
the BSAI Data Corpus acting as a central source of truth, the Oracles would consolidate
Training Area bookings from multiple systems such as TASMIS and the Navy’s FXP Cell
(09.03.02) so that the AI can plan, schedule and deconflict component training to avoid
major safety incidents, such as parachute water jumps taking place during a warship live
fire training in Jervis Bay (ref 09.03.06).

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Creation of the Buddy Suite Data Corpus Enrichment Tools will see the mapping of
individual qualifications and competencies to collective and joint competencies that build
capability, so that the AI can recommend training, ensuring the ADF remains ready now,
and future ready (ref 05.03.14).
Mission specific AI recommendations for the ARE will include appropriate Synchronisation
of Tactical Actions and the Generation of Tactical Effects for the JTF (09.02.01). This will
culminate with the AI planning and scheduling a large-scale offensive exercise that would
mimic a real-time Amphibious Landing and Assault on Pearl Island. Recommendations from
BSAI will be able to influence large training exercises of a scale equivalent to Talisman
Sabre.
Big Data analysis will see the AI identify potential issues with the predicted materiel state of
large platforms such as warships and fleets of vehicles. BSAI will then make
recommendations regarding maintenance, repair, use, disposal, and procurement to ensure
Force Readiness is maintained (ref 04.02.08).
7.4.2 Operations
Scenario Phase 6 – Mounting and Force Projection
Scenario Phase 6 shifts the focus from training to operations. The focus is on mounting and
projecting to the Area of Operations (AO). As a consequence of capturing data using Buddy
Suite Data Corpus Enrichment Tools as well as leveraging existing Defence Data sources,
Robotic Process Automation (RPA) and AI will streamline the mounting process, reducing
the current manual process which is tedious, time intensive and prone to human error (ref
07.02.02). This will include identifying and recommending the quantities of equipment and

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specific equipment by serial number to be projected to the Theatre of Operations (ref
04.02.01)
During force projection planning BSAI will make recommendations as to the most cost
effective and time efficient method of transporting personnel and equipment to the Theatre
of Operation (ref 07.02.03). BSAI will also be able to make recommendations on identifying
the best fit of personnel and equipment for complex short or no notice tasks such as
Counter Terrorism (CT) events (07.02.01). For example, an online team might not be the
most suitable first response if there are other suitably qualified and experienced operators
and assets in close proximity of the event.
The AI will assist with the mounting of units from different services and locations such as
AUSCDT-ONE and 2CDO ACOY onto HMAS Canberra. En route to the East Muerta Sea the
AI would be making recommendations for training of each unit so that they maintain the
necessary skills for the operation.
Scenario Phase 7 – Strategic and Theatre Operations
Scenario Phase 7 is based on Strategic and Theatre Operations. The focus is on achieving
higher level strategic objectives. Hand-Over-Take-Over (HOTO) procedures in maritime and
littoral environments such as the East Muerta Sea do not occur face to face. BSAI will assist
the HOTO amongst operational commanders, giving them the Intellectual Edge by
providing information radiators, notifications and recommendations based on the previous
Task Forces activities (ref 08.02.08).
Big Data analysis of the Buddy Suite Data Corpus will see the AI provide cognitive decision
support and make continuous strategic recommendations to improve operational outcomes

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(ref 08.02.09). For example, BSAI would consider all available variables such as Joint
Capability skills and experience, weather, and threat picture to recommend the optimum
personnel, equipment, time, date, and sequence of tactical actions for the Pre-Landing
Force (PLF) and ARE to conduct the Amphibious Landing and Assault on Pearl Island, to
achieve the strategic objectives (ref 08.02.06).
Scenario Phase 8 - Tactical Execution
Scenario Phase 8 is based on the Tactical Execution of tasks whilst on operations. During
the planning of complex Commando and Clearance Diving operations, BSAI will provide
cognitive decision support and assist with Course of Action (COA) development (ref
08.01.01) and recommend the COA with the highest likelihood of success (ref 08.01.10).
BSAI COA development will use AI and ML to predict the performance requirement to
achieve operational success (ref 05.01.15). BSAI will then recommend the optimum
personnel, considering variables that will impact performance such as fatigue and recent
exposures, and equipment for the task (ref 02.04.08). BSAI COA development would cover
all phases of Tactical Execution such as insertion, infiltration, execution, exfiltration, and
extraction.
During the execution of a tactical operation, the AI will provide real-time situational
awareness and updates to commanders (ref 07.05.01) as well as providing live
recommendations to both Strategic and Ground Force Commanders (GFC) as the operation
unfolds (08.02.05).
With the Clandestine Beach Clearance and Reconnaissance complete, and the Amphibious
Assault underway, GFCs will be given an Intellectual Edge by receiving real-time
recommendations from BSAI based on the evolving battle space environment. This will be

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achieved by Buddy Suite Oracles enriching the Data Corpus with live data from the
technologies deployed into the battle space (e.g., sensors, drones).
Scenario Phase 9 – Withdrawal and Post Deployment
Scenario Phase 9 is based on activities after the operation. The same administrative and
logistic AI user stories applied in Scenario Phase 6 also apply for the withdrawal. Post
deployment, BSAI would identify roles and positions that need to be filled and recommend
the best personnel to fill them (ref 05.01.01). Recommendations would include movement of
personnel to new roles and promotions. BSAI would also identify personnel with a high
potential of discharging and recommend out of category positions, trade transfers and
transfer of service so that talent is retained in the ADF for longer (ref 05.05.01). BSAI would
continually analyse all data within the Data Corpus including non-tactical data such as
relationship status, posting frequency and other personal metrics to provide additional
recommendations to increase retention of talented ADF personnel (ref 07.02.01).
10. Other
Chronic Traumatic Encephalopathy (CTE), a specific form of TBI often seen in personnel
repeatedly exposed to blast, shares several common symptoms with Post Traumatic Stress
Disorder (PTSD). These include cognitive impairment, depression, anxiety, emotional
instability, anger, short-term memory loss, substance abuse and suicidal thoughts and
behaviour. A 2018 report by the Australian Institute of Health and Wellbeing [14] concluded
that ex-serving ADF members were twice as likely to commit suicide than active personnel,
and significantly more likely than their civilian counterparts. In 2019, US Congress
mandated that the USDoD record blast exposures for all personnel during training and
operations [15].

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As an example, Navy Clearance Divers, particularly those posted to Commando Units, are
regularly exposed to blast throughout their careers. This community suffered multiple
suicides in 2019 and without tracking and recording exposures, it is impossible to know
whether TBI was a contributing factor. Proactive insights and recommendations from BSAI
will lead to early intervention, reducing the risk of TBI and helping prevent such tragic
outcomes (ref 02.04.04).
Objective data from Bomb Buddy, GLIA Diagnostics and B3 Blast Gauges, aggregated in
the Buddy Suite Data Corpus, will provide valuable insight, such as reducing the
misdiagnosis of CTE as PTSD. This will ensure that the right treatment is provided for the
right injury, preventing suicide, and saving lives (ref 02.04.11).
Our vision for using AI to protect human life will see AI performing preventative and
proactive recommendations to stop injury before treatment is required.

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8 Results Analysis
“Since algorithm designers cannot know everything about even the simplest thing and have
to select the things they think might be significant, the selection of data for analysis by AI
systems is important. A fundamental question that should be asked about AI applications in
Defence is whether the needed data is available” [3].
The above quote from Prediction Machines: The Simple Economics of Artificial Intelligence
[3] is highly relevant because our exploration of the concept and analysis found that a
significant amount of data required to apply AI at the tactical edge is just not digitised or
discoverable.
This analysis led us to the realisation that data capture tools were needed to make the data
discoverable and thereby enrich the Data Corpus. So far, in this document, we have
referred to these tools as ‘Data Corpus Enrichment Tools’.
A lot of the requirements were common across the stakeholder groups and would have
applicability to other groups across the ADF. For example, ‘managing the exposure to an
effect and its impact on Defence personnel’. This came up repeatedly in different forms
(e.g., blast exposure, compressed gas, hot/cold, fatigue). We therefore chose to aggregate
User Stories like these under one Epic. A significant observation derived from this was to
build ‘generic’ AI algorithms, built at the Epic level and then pointed at ‘specific’ AI User
Stories. This could lead to significant savings for Defence and shorten the time to use.

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Security was a focus topic in every workshop. IPG takes Security very seriously as it is
something IPG’s founders understand and recognise from personal experience. It is for this
reason that IPG has a ‘Security First’ and a ‘Secure by Design’ approach to work.
The following sections discuss results.
8.1 Prioritised Epics and User Stories

During the requirements’ gathering workshops 131 AI User Stories were collected that
aligned to 33 AI Epics. As discussed above, these User Stories were aligned to the FIC so
the areas of capability that they impacted, and the value derived is clearly understood.
Each Epic in the list was then analysed by IPG through a series of internal reviews so
common threads could be aligned to the same AI Epic, algorithm or building block. This
gave us the categorisation of 10 AI Initiatives for this project. We expect the number of AI
Initiatives to broaden as the scope of the Data Corpus broadens and its application
becomes pervasive.
The list of Initiatives/Epics was then prioritised (see Addendum 1), and the priority items
agreed with our stakeholders. These top items were analysed with possible development
and implementation approaches explored. We also considered the degree of data maturity
required in the Data Corpus for each AI model to be trained, tested and validated before
going on to produce reliable results.

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The maturity levels of the Data Corpus required by the AI models will be classified as:
• Baseline – the minimum level of maturity needed for this block to support the Data
Corpus environment, to evaluate performance and provide a minimal level of
maturity for future phases.
• Low – this will be using mocked-up production-like data with sufficient mocked-up
history to prove the technical level of the phase. Data transforms will be manually
performed.
• Medium – this will be mocked-up production-like data with significant history. IPG
will be readying interfaces to production data sources. Similarly, IPG will also be
readying data transforms for automation within the environment.
• High – end-state interfaces developed and functioning against production-like
targets. Any data transforms necessary will be automated within the environment.
One concept explored for expediting the maturity of the Data Corpus is to use OCR (Optical
Character Recognition) to capture historical data for immediate consumption by BSAI.
Finally, we extracted from the context of the User Stories the operational improvements
that would be derived by Defence.
Additional data sources would continue to be discovered and consumed, and additional AI
models would continue to be developed so that Defence’s use and value from the Data
Corpus (and its data assets) grows.
Table 5 below summarises results from the workshops and shows priority models that were
identified during this engagement. As you read them you will notice that the scope within
the scenario grows as it takes advantage of the increased maturity of the Data Corpus
thereby delivering increased value to Defence. Below are examples of how this maturity
could look.

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Table 5. Priority Epics and their alignment with Data Corpus Maturity Level
RESULTS: Priority Epics and their evolution with Data Corpus Maturity Level
1 – Low 2 – Medium 3 – High
Recommend Individual Training (IT) to Recommend Individual (IT) and Recommend individual and Collective
maintain currency (IR) and mitigate Collective Training (CT) to maintain Training to maintain currency (IT & CT)
the risk associated with the currency and readiness (IR & CR) or and Readiness (IR & CR), develop careers
introduction of new equipment or obtain currency when new or obtain currency when new equipment
trades into a unit. Recommendations equipment or trades are introduced or trades are introduced into a unit.
received via tailored channels - Alerts, into a unit. Process Mercury data Expand this to include Joint Training too.
Notifications, Email, Personalised (Signal Posts) to compare panelled Process Mercury data (Signal Posts) to
Command Dashboard… courses to the needs of the team compare panelled courses to the needs of
and make recommendations of the team and make recommendations of
courses to attend based on courses to attend based on workforce
workforce modelling. modelling including career prediction and
Recommendations received via planning. Recommendations received via
tailored channels - Alerts, tailored channels - Alerts, Notifications,
Notifications, Email, Personalised Email, Personalised Command
Command Dashboard… Dashboard…
Use sensor data to manage Use sensor data to manage Use sensor data to manage physiological
physiological exposure to an effect. physiological exposure to an effect. exposure to an effect. E.g., Predict VO2
E.g., Blast exposure from EMOE and E.g., Predict impact of fatigue on max requirements based on diving
bio-markers measured. Based on threat identification and shooting activity, gas consumption and heart rate
approved metrics the operator is good accuracy (HRV, HR, sleep metrics). during dive to recommend Clearance
to continue or may be recommended Based on approved metrics the Diving fitness standards adjustments.
to rest. If rest, recommendations with operator is good to continue or Based on approved metrics the operator
the data are sent via tailored channels needs to rest. If rest, is good to continue or is recommended to
- Alerts, Notifications, Email, recommendations with the data are rest. If rest, recommendations with the
Personalised Command Dashboard… sent via tailored channels - Alerts, data are sent via tailored channels -
Notifications, Email, Personalised Alerts, Notifications, Email, Personalised
Command Dashboard… Health data Command Dashboard… Health data is
is integrated so outcomes can be integrated so outcomes can be matched
matched to the data enabling better to the data enabling better prediction of
prediction of events that could events that could cause medical harm.
cause medical harm.
* Higher level of maturity than * Higher level of maturity than Learn what people in different ranks and
Initial needed Intermediate needed roles inspect and ask of the data so as to
proactively deliver critical insights in the
form of crisp visualization to them AND
learn so as to suggest visualization and
insights to commanders and decision
makers in similar ranks with similar roles.
* Higher level of maturity than Look at Experience vs Activity type Look at Experience vs Activity type vs
Initial needed vs Incident (severity) to provide Incident (severity) to provide
recommendations on risk levels for recommendations to de-risk activities or
activities re-classify the risk levels for activities.
Provide insights to owners of Training and
Doctrine (E.g. TRADOC) for updates
based on incident analysis
That these Epics remain the priority will be validated early in the next phase of this project.

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Figure 14 highlights the BSIE with AI Initiatives identified.
Tactical, Digitised & Discoverable

Manage Manage Manage Performance Process
Compliance Health Q&A Mission Training
Equipment People Safety Optimisation Improvement
Figure 14. Buddy Suite Information Environment with AI Initiatives Identified
8.2 Function and Performance

The Functional Performance Specification (FPS), as it develops, outlines the requirements
for the system and provides the basis for design and qualification testing of the system.
Initial versions of the FPS will address the total system capability which will later be
developed into a Mission System Specification and a Support System Specification. These
are detailed in the Roadmap for Development.

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The FPS will be developed by progressively filling out the appropriate sections as the
information is discovered or becomes available in subsequent phases of the project.
Individual requirements within the FPS have been carefully constructed and read back to
ensure that they are at least:
• Clear - The requirement is readily understandable without analysis of meaning of

words or terms used.
• Correct - The requirement does not contain error of fact and is not in conflict with
itself.
• Feasible - The requirement can be satisfied within the laws of nature, the state of the
art as it applies to the project and other constraints (e.g., cost) as it applies to the
project.
• Focussed - The requirement is expressed in terms of the ‘what’ rather than the
‘how’, viz. not in terms of how to implement a solution.
• Singular - The requirement cannot sensibly be expressed as two or more
requirements having different agents, actions or objects.
• Unambiguous - The requirement allows only one interpretation of meaning, and in
particular does not use subjective words such as ‘sufficient’ or ‘excessive’ that
cannot be measured.
• Verifiable - The requirement can be assigned a suitable objective and finite method
of verification at the level of system structure at which it is stated.
When requirements within the FPS are taken as sets of one or more requirements, the sets
should:
• Cover the complete scope - That requirements should capture the entire scope of
the user’s need. An example of this is a group of User Stories (sets) that fall under
one Epic.
• Not contain redundancy - That each requirement (User Story) is specified only once
but as stated above, these may be aggregated under one Epic. The Epic must not
contain duplication.

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• Have appropriate connectivity - That all terms used within the requirements are
adequately linked to other requirements and definitions. To assist with this, we have
built out the comprehensive glossary at the front of this document.
• Not be in conflict - That User Stories are not in conflict with one another.
8.3 Key Data Domains

The Data Sources that drive requirements should be assessed against recognisable data
sets and derived from data domains as to ensure data quality and alignment to established
governance frameworks and models.
The Defence Enterprise Resource Planning (ERP) provides good definition and outlines
twelve (12) Data Domains, including:
1. Materiel – Describes the Items of Supply (IoS) which Defence procures, stores, uses,
or engineers / maintains
2. Maintenance Data – Data supporting maintenance planning, scheduling and
execution including concepts such as maintenance plans, tasks, and profiles of
skills required to undertake activities
3. Asset Engineering and Structure - Including the data describing the physical
structure of a maintained piece of equipment, the fault catalogues resulting from
corrective maintenance and manufacturer warranties applied against equipment or
parts
4. Procurement Data (purchasing) – Orders and acquisitions as well as supporting in
formation used to manage procurement processes such as purchasing contracts
5. Inventory and Warehousing operations – Information relating to the stock held within
Defence warehouses and other inventory stores (including Army, Navy and RAAF
locations)
6. Equipment and provisioning groups – Groups of Materials which are logistically
managed together
7. HR / People – The master data describing ADF, APS and contractor personnel, their
positions, job qualifications and other relevant information

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8. Finance, balances and transactions – Accounting balances and transactions

including Defence’s budgets, general ledger balances and open items, as well as
more detailed balances across Defence’s financial sub-ledgers.
9. Finance, Master data – Describing how Defence’s finances are captured and
reported, supporting statutory reporting, management reporting (e.g. cost centres
and profit centres), and project / activity reporting
10. Supplier data (purchasing) - Defence’s supplier partners and other relevant
information required to support procurement of goods or services from a supplier or
group
11. Entitlements – This defines the equipment or inventory required by a particular unit,
force or element in order to achieve their planned mission or task outcomes
12. Military Planning and Operations – An integrated view of Force Elements
(organisational units) to enable supply, finance, HR, procurement, and asset
maintenance functions. Forming the structure of Defence including operational
roles, organisational structure (force elements), and Mission Essential Task Lists
(METLS). This Master Data will provide most of the logistics, maintenance and
workforce structures required to form meaningful operational data.
Note: Not all Data Domains are in-scope, but it is important to call each domain out as
to ensure Data Sources are recognised as part of the discovery process.
To ensure we can successfully translate the User Stories into aggregated Epics, we
need to understand the data sets that will align to Defence Data Domains as to ensure
the data sources can deliver on requirements. We can achieve this by discovering the
data sets within each of the described data domains. Table 6 highlights this.
Table 6. Data Domains, Data Sets and Information Management Domain
Data Domains Data Sets Information Management Domain

Materiel • Acquisition • Materiel Program Management
• Sustainment
• Maintenance
Maintenance Data • Maintenance • Infrastructure, Facilities, Estate and
• Scheduling Environment
• Logistics

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Asset Engineering • Preparedness • Materiel Program Management

and Structure • Maintenance • Estate Management
• Workplace Health and Safety, and culture • Joint Capability
• People
Purchasing – • Procurement • Finance
Procurement Data • Financial Services • Materiel Program Management
• Budget and Financial Reporting • Estate Management
• Acquisition
Inventory and • Logistics • Materiel program Management
Warehousing • Preparedness • Estate Management
Operations
• Acquisition • Joint Capability
• Sustainment
• Procurement
• Force Design
Equipment and • Acquisition • Military enabling
Provision Groups • Sustainment • Joint Capability
• Infrastructure, Facilities, Estate and • Materiel Program Management
Environment.
• Force Design
HR / People • Workplace Health and Safety, and culture • People
• Learning and Development • Joint Capability
• Workforce • Command and Control
• Preparedness • Administration.
• Military Operations Plans/Commitments. • Military Enabling.
• Inquiries, Investigations and Review
• Enterprise Planning and Risk
• Legal, Audit and fraud.
• Military Justice
• Health
• Training and Education
Finance – Balances • Budget and Financial Reporting • Finance
and Transactions • Financial Control and Assurance
• Procurement
Finance – Master • Legal • Administration
Data • Audit and Fraud • Finance
• Budget and Financial Reporting
• Financial Control and Assurance
• Procurement
Purchasing – • Logistics • Finance
Supplier Data • Financial Services/Procurement • Military Enabling
• Financial control and assurance
Entitlements • Force Design • Joint Capability
• Preparedness • Command and Control
• Military Operations Plans/Commitments • Military Enablement.
• Workforce • Materiel Program Management
• Sustainment • Estate Management
• Infrastructure, Facilities, Estate and
Environments.
• Base Services

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Military Planning & • Policy Advice • Joint Capability

Operations • Military Strategy • Command and Control
• Defence International Engagement and • Intelligence
Cooperation • Information and Communication
• Contestability Technology
• Rapid Acquisition • People
• Workforce • Materiel Program Management
• Security – Personnel and Physical. • Policy and Strategy
• Strategic Operations
• Military Operations Plans
• Force Design
• Preparedness.
IPG will use a structured approach to data domains, prioritising Epics against each data set
to ensure the Collection, Identification and Digitisation of data is governed appropriately.
To ensure all data sources become discoverable (Figure 15), we will be required to consult
and coordinate relevant stakeholder services and groups on data and service
interconnectivity, to ensure prioritisation, function, and performance (and enrichment) of the
Data Corpus.
Figure 15. Concept for Data Corpus Enrichment
Table 7 shows the data required to achieve the AI Scenarios, the source of this data and
how it adds value to Defence.

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Table 7. Data Requirements and Sources
Data Needed Source / status Benefits and Value

Unit, Rank, Role of PAX ADF’s Active Directory • To understand where the PAX sits in the ADF
hierarchy – IR/CR and IT/CT plus JR/JT
Risk Profile of Activities No Source currently deployed • To mitigate RISK by ensuring people with the
undertaken right experience and qualifications are assigned
(Buddy Suite Data Corpus to activities
Enrichment Tool)
• To improve SAFETY by understanding which
version of what doctrine impacts an Activity
Qualification, Certification PMKeyS – incomplete and • To mitigate RISK by ensuring people with the
and Currency of Individual insufficient grain right experience and qualifications are assigned
PAX to activities
(augmented by Buddy Suite Data
• To enhance SAFETY by ensuring PAX are
Corpus Enrichment Tool)
trained for their assigned activities
• To ensure all PAX involved in an activity, not
just Operators but Instructors and Supervisors,
are SQE
• To map experience and qualifications to PAX
CAPABILITY for RISK MITIGATION
Access to latest breakout of No Source currently deployed • Ensure using latest actions which align with
actions (e.g., ATLs, TAs in DOCTRINE, SAFETY and RISK MITIGATION
Army). (Buddy Suite Data Corpus
• To ensure the right people are being trained on
Enrichment Tool)
the right things (READINESS)
Doctrine Uptake - No Source currently deployed • To enhance SAFETY by ensuring PAX are
Confirmation that doctrine following latest doctrine in their assigned
updates have been read (Buddy Suite Data Corpus activities.
Enrichment Tool)
Medical, Dental & Physical PMKeyS – • To enhance SAFETY by ensuring PAX are fit
status (JeHDI feed) and healthy for their assigned actions
Collective Readiness (CR) – No source currently deployed • To understand the CR achieved (READINESS)
linked directly to tactical • To understand the targeted CR for Individuals,
actions (e.g. ATLs, TAs in (Buddy Suite Data Corpus
Units and Joint Operations (READINESS)
army) Enrichment Tool)
Unit Progression Mapping – No source currently deployed • To understand the training needed so a Unit
linking current readiness can progress to readiness i.e. unit progression
levels to desired levels (e.g. (Buddy Suite Data Corpus maps
ATT and ATS in army) Enrichment Tool)
• To understand where gaps in training exist and
what training is needed to fill them
Access to structured Mercury • “Real-time” feed and access to source of truth
information in Signals via the signal e.g., postings, doctrine updates
• The signal is well structured with DTG, Subject
etc
• Reduces risk because looking at latest source
of truth and the references that are pertinent
Access to ship / fleet FAS (Fleet Activity Schedule) • Provides a 24-month view of where ships will
movement be and what they will be doing
Access to formal training ADELE • Training course bookings
courses • Training completion
Range Availability and TASMIS • Range availability and booking
booking system

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9 Solution Concept
The recommended solution concept can be summarised as comprising of the following
components:
• A ‘Whole of Defence’ Data Corpus that is the aggregation point for Defence Data,
Device and Partner Data and Trusted External Data Sources
• Data Corpus Enrichment Tools configured in Buddy Studio to capture data not
currently accessible and make this available to the Data Corpus
• AI algorithms (Oracles) and AI models that consume the Data Corpus and provide
cognitive decision support and recommendations to commanders across Defence
• BI dashboards and reports that will consume the Data Corpus and provide
commanders with on-demand, ad-hoc reporting and analytics
9.1 Recommended Solution Concept

As a result of having conducted workshops, it is now clear that there is a substantial gap in
Defence’s ability to discover the data necessary to support the use of AI for training and
operations. This compromises the scope of the AI output in terms of decision support,
recommendations and the insights AI can provide to commanders. Therefore, based on
objective feedback from the stakeholder groups during this phase, IPG recommends the
development of Buddy Studio, which will be used to configure Enrichment Tools so that a
comprehensive Data Corpus can be built to support AI. Without these data capture tools,
the value derived from AI at the tactical edge will be greatly diminished. It is for this reason
we are recommending a solution concept that would see these tools being configurable by
Defence so that they can be applied to the safe planning and execution of training and
operations by managing and mitigating the risk associated with military activities.
With the data from training and operations across the whole of Defence now discoverable,
a Data Corpus can be built and populated with quality data, enabling reports and analytics

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(dashboards) allowing commanders to assess the performance of their unit/s at a glance.
This will assist commanders to make evidence-based decisions more quickly.
AI algorithms and models will be created and will consume the Data Corpus. Initially, IPG
will use Natural Language Processing (NLP), Robotic Process Automation (RPA) and ML to
prove the concept of AI, however as the Data Corpus develops from a low to high maturity,
IPG will incorporate other approaches to address priority needs such as Deep Learning,
Neural Networks and Expert Systems to provide advanced capability to the ADF.
Figure 16 below outlines the integrated technical concept IPG explored and is
recommending, including examples of specialised Data Corpus Enrichment Tools.
Figure 16. Technical Concept; Data – Application integration

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9.2 Discovered Benefits
Table 8. Original and Additional Discovered Benefits of BSAI
Original benefits of BSAI

Category Explanation Benefit
System interoperability Connected systems, rather than siloed data sources, Less time wastage
will streamline administration and planning
More time available for critical tasks
Whole of Defence view Commanders will have visibility over their workforce State of workforce (based on current digitised
data sources) known
Central source of truth All digitised data will be accessible in one central Less time wastage
location
Reporting Having access to all data sources will enable digitised Less time wastage
reports leveraging all data sets
Data informed decisions
AI enabled analytics AI will be used to conduct advanced analysis delivering Data informed decisions
key insights to decision makers, not currently available
Human-machine teaming for better outcomes
Immediate Access Data will become discoverable through one central Less time wastage
source
No requirement to login into multiple systems
Objective cognitive decision Achieved by reporting and analytics mobilising Justifiable decision making backed by
support currently static and siloed data sets objective data
Real time, up to date data BSAI will deliver access to real-time data Decisions based on the most up-to-date
information
Additional Benefits of the Proposed Buddy Suite Information Environment including the Buddy Suite Studio
Safety Digitised qualification checks and in-built safety Increased safety

parameters for planning e.g., cannot nominate a
participant unless they are qualified for the task Reduced risk of human-error
The right people with the right qualifications can be

nominated to execute (or supervise) high risk activities
or be knowingly tested by those activities to gain
experience.
Risk Mitigation BSAI will make recommendations around training plans Increased safety
to limit exposure to risk for ADF personnel.
Reduced risk to human life
Activity and mission Assisted learning will provide cognitive decision Quicker reaction times
planning (training and support to planners and decision makers, enabling
component scenarios) them to respond more quickly to events and situations, Expedited planning cycles
particularly in time sensitive environments.
Informed planning
Compliance and assurance Monitor compliance activities through click-of-a-button Increased safety
(inc. doctrine) reports enabling immediate visibility across the
organisation Real-time awareness of compliance state of
the organisation
The ability to send push notifications and alerts to
users to ensure they remain up to date with latest
regulations/doctrine.

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Individual, Collective and By way of an Army example, the ability to align Service interoperability
Joint Training (initial and individual training activities to Unit Progression Maps
continuous) (UPMs) in accordance with service Training Better quality training
Management Frameworks (TMF) and to share this
information in a joint landscape. N.B. Navy use a Objective data to drive better outcomes
different framework.
Increased state of readiness
The application of AI to data sets on training
performance will allow the ADF to identify deficiencies,
as well as trends around skill degradation, to assist
with individualised training programs for members and
teams.
Individual, collective and Comprehensive view of Readiness status to assist with Expedited planning
joint readiness exercise and deployment planning, in particular
mounting procedures for domestic and overseas Significantly reduced administration
activities.
Informed decision making
SQE (inc. qualification, BSAI will be constantly looking into the Data Corpus so A more appropriately skilled and experience
currency, experience and as new data arrives it allows for better workforce and workforce
Mandatory Awareness capability management, by immediately identifying
Training) gaps in skills, qualification or experience and pro-
actively suggesting remedial or developmental actions.
Informed Spending Achieved through better use of resources, particularly Cost savings
human resources; improved procurement spend, as a
result of having unprecedented access to data; Better use of budget
reduced likelihood of injury, meaning less medical
expense and sick leave, as well as less exposure to Informed appropriation of funds
worker compensation claims.
Informed equipment Access to data on usage levels (equipment used is Better value for money
maintenance identified during the planning process), will allow teams
to rotate equipment effectively to help prolong lifespan. Cost savings
This will also allow for informed maintenance schedules
based on objective usage data. This can save time as Increased safety
well as money.
Improved accountability Data trails will allow for individual accountability in Increased safety
and trackability roles, whilst improving the effectiveness of post
incident investigations to assist future planning and Informed future development of safety doctrine
operations.
Increased efficiency Replacing paper with an integrated digitised solution Less time wastage
will save time and increase efficiency in planning and
post activity administration by making all data More time available for critical tasks
accessible in one place
Objective data Instant, click-of-a-button access to objective data to Increased confidence in decision making,
improve decision making. Pull key insights from the better decisions
system in an instant, which would typically take hours,
days or weeks to gain from current paper systems.

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9.3 Alignment to Defence Strategy

The past few years has seen a significant investment by Defence into the generation of
reports and guiding documentation to support the future state of the ADF. We’ve made
reference to a number of these throughout this document and the following section aims to
highlight how the proposed Buddy Suite Information Environment (BSIE), in particular BSAI,
directly aligns with many of the recommendations and strategies outlined.
9.3.1 DSTG-TR-3786 - A Method for Ethical AI in Defence
In February 2021 Defence released the findings of a workshop conducted in 2019 which
explored how to achieve the employment of Ethical AI. IPG is committed to working with
the ADF to develop AI by implementing current and future ethical frameworks. Current
recommended tools highlighted in the report include the AI Checklist, an Ethical AI Risk
Matrix and a Legal and Ethical Assurance Program Plan (LEAPP) [16].
Key focus areas included for the development of Ethical AI in Defence are highlighted in
Table 9 below:
Table 9. Alignment to DSTG-TR-3786 A Method for Ethical AI in Defence
A Method for Ethical AI in Defence IPG Alignment

Responsibility IPGs intent is not to replace human decision making, rather,
augment the decision-making process by providing real-time
cognitive decision support to Operational Commanders.
Responsibility for the AI will be managed through accountability
frameworks, governance, and law. IPG will work with the ADF to
educate users of AI on how it works so that they can better
understand the basis of the support it will provide. Without
understanding how AI works, operational commanders will not trust
the AI and therefore not use the AI to its full potential.
Governance IPG will abide by all Governance frameworks specified by the ADF
on how the AI will be used and controlled.

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Trust AI systems need to be trusted by the users of the system. IPG

aligns with the report’s trust model by maintaining a secure
Australian supply chain such as partnering with leading Australian
Cyber Security companies and Australian Secure Cloud providers
that guarantee data sovereignty as well as building Sovereign
Capability by developing the AI onshore. Reliance on overseas tech
suppliers bares significant risks including vulnerability to back door
cyber entry, anti-competitive behaviour such as refusal to integrate,
or proprietary systems and platforms that are encumbered by
International Traffic in Arms Regulations (ITAR) (i.e. ATAK).
Law IPG is aligned with ADF values. AI models built for the ADF will
comply with all appropriate National and International Laws.
Traceability Meta-data captured by BSAI will provide traceability of actions. IPG
is also committed to designing and building explainability models
where possible and providing education on the algorithms and data
as a means for Operational Commanders to better understand how
BSAI derives its recommendations.
As a recognised Australian Veteran Owned Business (AVOB), Invicta Prospects Group’s
cultural and ethical practices are aligned with Australian values as well as the ADF’s
approach to Military Ethics. In September 2021, the ADF released ADF-P-0 Military Ethics,
the authoritative guidance on Philosophical Doctrine on Military Ethics. ADF Ethical theories
adopted by our company culture include:
1. Natural Law Theory: applying good intent in our actions
2. Duty Ethics: ensuring our actions are right in and of themselves
3. Virtue Ethics: do our intentions and actions align with the type of organisation we
want to be [17]
9.3.2 Defence Data Strategy 2021-2023
On 4 August, the Assistant Minister for Defence, The Honourable Andrew Hastie MP
launched the Defence Data Strategy 2021-2023 [9]. The Strategy outlines the pillars,
practical initiatives and priority data areas that will guide Defence in uplifting data
management and analytics across the organisation.
The Strategy identified five pillars – Govern, Trust, Discover, Use and Share – that will help
guide data management across the organisation and will enable Defence to use data more
effectively as circumstances change.

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IPG has referenced this document in this section and described explicitly how its strategy
and direction aligns with the main elements of the report in order to highlight the synergies
and benefits that will be gained from this project i.e., Creating a Data Corpus for Defence
Artificial Intelligence. Key excerpts from the DDS-21-23 are addressed in Table 10.
Table 10. Alignment to Defence Data Strategy
Defence Data Strategy 2021 - 2023 Buddy Suite Information Environment (BSIE)
“Defence’s data is a strategic asset – we value it, Defence’s inability to leverage data for strategic and
protect it and leverage it for strategic and operational advantage was identified by IPG in 2016, when
operational advantage” the company set about designing a prototype planning
application to begin collecting data on military
training activities, that would populate a central source of
truth for Defence. Creation of the Buddy Suite Data Corpus
would be integral to achieving this.
The Data Corpus will enable Defence to turn

this vision into reality, by acting as a consolidation point that
will deliver a ‘Whole of Defence’ view. This central source of
truth will make data insights available at the click of button.
“Advanced technologies, such as artificial intelligence, Buddy Suite Oracles (see Figure 16) will enable commanders
robotics, and autonomous systems, will reduce to request and receive critical data from a range of trusted
decision time and improve precision and lethality…” Defence data sources at the click of a button, via
the ecosystem’s Data Corpus.
“Defence’s ability to make connections and derive
insights across diverse sources of data will underpin BSAI will, amongst other things, analyse massive amounts
the successful adoption of the campaigning in of data to proactively provide commanders and decision
competition approach our new security environment makers with recommendations for planning.
requires”
This will help to reduce decision times through
the mobilisation of objective data. In time sensitive situations,
this will prove the difference between success and failure -
life and death.
“Through dedicated data leadership and governance, BSAI will visualise the data being collected, in the form of
Defence will have implemented the foundational dashboards wherever possible, for rapid assimilation of
initiatives in the Defence Data Strategy. This will information.
include:
Data is also presented in summarised and detailed format
Information being delivered in the form of dashboards where possible.
and visualisations, in preference to lengthy briefs”
BSAI would also provide on-point summary data rather than
lengthy briefs to decision makers and planners. This too is a
topic for exploration in this report.
“Defence working towards near real-time access to Users will be able to pull objective, clean data from
workforce and capacity data to drive agile resource the Buddy Suite Data Corpus, with the knowledge it is
prioritisation as priorities change” reflective of the real time status of their workforce and
resources. The ability of users to do this is within the scope
of this report.

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“Data management and workflow being increasingly Data curation is core to the BSAI, directly addressing the
automated, reducing the time and cost required to automation of processes across Defence including data
manually identify, cleanse and manipulate data” management and workflow.
Defence can be comfortable with the integrity, security and

currency of Buddy Suite data.
Click of a button access to real time information within the

BSAI, will significantly reduce the time and cost of sourcing
and managing critical data.
Buddy Suite looks to reuse data, when available, rather

than require double entry. This will reduce data issues and
enhance data integrity.
“Increased use of visualisations and business The Buddy Suite Reporting and Analytics, fed by the same
intelligence tools to inform decision-making, across all data as the Buddy Suite Data Corpus sits within the BSAI
levels of Defence” Information Environment and with its attendant Artificial
Intelligence, will provide Defence with an unprecedented level
of business intelligence at the tactical edge.
Commanders will be able to observe key insights via easy-to-

understand visualisations, with the opportunity to drill into
data sets for more in-depth analysis. These are available at
the click of a button but will also be pushed out to decision-
makers by BSAI.
Our BSAI will learn what people in different ranks and roles
inspect and will proactively deliver critical insights in the form
of crisp visualisations and will also recommend visualisation
and insights to both commanders and decision makers in
similar ranks with similar roles. Experience is shared through
the learnings and application of AI.
“Defence increasingly documenting data assets With the increase structure afforded in Defence’s data,
through standardised metadata tagging, allowing reflecting in the BSAI Information Environment through
personnel to search for and locate data from across techniques like tagging, our Buddy Suite Reporting and
the enterprise” p. 13 Analytics tool will be able to provide even more value through
data visualisation.
Additionally, BSAI will be able to learn and respond even

quicker, predict with greater surety and support Defence with
deeper insights and cognitive support.
Standardisation of metadata and data structures for

reporting, analytics and AI will be considered during this
project within the context of a ‘Whole of Defence’ view.

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“The absence of a Defence-wide approach to data Buddy Suite will act as the central source of truth for Defence
management and sharing has limited our capacity to data. By acting as a point of consolidation Buddy
know what data we hold, where it is, how to access it Suite will connect dis-connected data silos
and whether it is of sufficient quality to provide a that currently deny Defence the ability to look across
reliable evidence base for decisions” domains, pulling them into its BSIE.
The Data Corpus can be interrogated by BSAI to gain insight

and foresight, leveraging objective data from Defence
sources or the Buddy Suite Data Corpus Enrichment Tools
where there are gaps, and other approved and trusted data
sources. These critical insights and conclusions will now
draw on a ‘Whole Of Defence’ view.
Buddy Suite will adopt the proposed data ‘quality rating’

method to ensure output delivered to users is informed by
only the highest standard of trusted data points.
“This has unfortunately led to large volumes of data The digitised and highly configurable nature of the Buddy
being collected that may be of negligible value, cannot Suite Data Corpus Enrichment Tools feeding the Data Corpus
be reused, is often duplicated and is stored and the BSIE as a whole, means that Defence can ensure
insecurely” that where these are used, only valuable and relevant data is
collected in a clean and accurate manner; that it can be used
for dynamic reporting; displayed in dashboards; support AI-
driven insights and cognitive support; and stored in
accordance with the highest security requirements of the
ADF.
This directly contrasts with the current paper systems which

are static in nature; with data often getting lost making
it unable to be mobilised through reports; and are often
stored in uncontrolled and vulnerable environments.
“…experience has shown that data requirements are IPG adopts a Wagile approach to projects. As such, the
often not considered in the initial design and company promotes close collaboration with user groups to
development of capability. We often have to retro- ensure data requirements are at the forefront of product
fit these requirements, creating a number of additional design and development.
challenges, costs and risks, resulting in missed
opportunities for joint collaboration and efficiency” As a business, IPG is process driven with a key focus on how
process and data can complement one another to ensure the
highest level of value is delivered to the ADF. Product
showcases during the development phase ensure cross-
functional user groups have regular oversight and input, and
allows for issues or gaps to be identified and changes to be
made before they become costly or impossible.
This approach significantly reduces risk for the ADF and

optimises opportunities for joint collaboration.
Our ability to provide clear, timely, and consistent The Buddy Suite Oracles will efficiently identify, retrieve and
advice, high-quality services and achieve operational curate data from a range of trusted sources, pulling critical
decision superiority is dependent on the discoverability information into the Data Corpus to support decision
of our data assets. making across all levels of the organisation.

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When data remains in silos and is undiscoverable or The Data Corpus will act as a data catalogue; a trusted
inaccessible it only serves the needs of a limited area source, with integrity and currency.
of the organisation. It restricts the development of new
insights and views that are produced by combining By deploying Artificial Intelligence across the Data
datasets in different ways to identify patterns and Corpus within the BSIE it is able to analyse data en masse
drives poor data security practices. providing commanders with quicker access to information,
reducing decision cycles and improving operational output.
Without a data catalogue we look for data by sorting
through documentation, talking to colleagues, or
working with familiar datasets. With a data catalogue
we are able to search and find data quickly, see all the
available datasets, evaluate and make informed
choices about what data to use and perform quality
analysis efficiently. We spend less time searching for
data and more time conducting analysis and producing
insights and evidence.
The value of data is realised when it is transformed Key to the quick consumption of information across the
into information, insights and, ultimately, decisions and scope of BSIE will be Buddy Suite’s reporting and analytics
actions. To do this, Defence needs to be able to distil a tool, supported by the Data Corpus. This has been designed
lot of data easily – whether it be in the office, on to consume massive amounts of data, conduct analysis and
training exercises, or in the battlespace. We must deliver key insights back to commanders and key decision
empower people across the enterprise to easily and makers in the form of dashboards and visualisations, all at
quickly consume information, and make better, more the click of a button.
informed decisions (p. 39)
This is unachievable with the current paper and spreadsheet
systems.
BSAI will also be constantly casting its “digital eye” across

the data, looking for trends and proactively providing insights
and cognitive support to decision makers in personalised
visualisations so they can make better decisions, more
quickly.
… in line with the Defence Data Strategy, Capability BSAI will assist commanders and decision makers with
Acquisition and Sustainment Group recognises the questions such as “what should be done”; “who should be
need for the organisation to move away from using used”; “is this achievable” and longer term “what will happen
data as a rear-view mirror and towards integrating if…”; through prescriptive and predictive analytics.
analytics directly into our daily decision-making (p.40)
This type of future support is also within the scope of this
project and more specifically this Report as part of the “end-
state” concept.
Organisations that have built a data culture around Click-of-a-button data interrogation will be Business-As-
sharing are better placed to respond to future Usual with Buddy Suite.
challenges and opportunities. This is because data is
used and re-used, through a collect once, use often Immediate access to our ‘Whole of Defence’ Data Corpus will
approach, to solve different problems as they arise. It shorten decision cycles and provide commanders with key
allows organisations to increase the speed of their insights in time sensitive situations by connecting data silos
insights by moving away from manual, siloed data that currently are isolated and disconnected.
practices (p. 41)

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In addition, the DDS-21-23 explicitly identifies five data Priorities. These are specifically
covered in the context of the BSIE and our project below.
1. Workforce: What personnel do we have, where are they located, what do they
do, and what skills do they have?
The Data Corpus Enrichment Tools, assisted by BSAI are purpose designed and
built to collect data to fill gaps and populate the Data Corpus. This will assist
Defence with the management of skills and qualifications of military personnel, from
service level, all the way down to individual level. By capturing important SQE data
and mobilising it through advanced Buddy Suite Reporting and Analytics, the ADF is
able to gain unprecedented levels of oversight and insight about their workforce.
Access to real time ‘Whole of Defence’ information will allow commanders to adjust
rapidly as priorities change and will allow for better planning which is more aligned
to the shifting global landscape. By using the BSIE, the ADF will be able to gain a
status report and conduct timely analysis on its workforce 24*7. Exploring the
alignment of the BSIE to this priority is within the scope of the project and this
report.
2. Capability Delivery: Are we delivering the right capabilities at the right time?
Access to data is key to being able to determine operational capability at any given
time. Buddy Suite’s Data Corpus will be the ADF’s central source of truth, providing
a ‘Whole of Defence’ view by leveraging Defence data from existing sources such
as PMKeyS and JeHDI. The Data Corpus will be augmented by the Buddy Suite
Data Corpus Enrichment Tools. These include specialised applications such as Dive
Buddy, Jump Buddy and Bomb Buddy as well as applications configured by ADF
units using Buddy Studio.
Trusted sources external to Defence will also be integrated. Through the application
of AI, this data will be represented in the form of a real time data array, sitting across
the BSIE, allowing commanders to see a snapshot of the organisation’s capability at
any time. Exploring the alignment of BSIE to this priority is within the scope of the
project and this report.

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3. Organisational Capacity: How do we better understand our organisational

capacity and provide policy advice to Government on the impact of responding
to new requirements and unplanned contingencies?
Access to historic data on lead times for units to achieve competency for
operations, will assist in planning and briefing Government on expected timelines to
be able to respond to unplanned contingencies. Having a ‘Whole of Defence’
view in the Data Corpus provides a capacity and competence profile of units over
time that can be reviewed and analysed in real-time. Exploring the alignment of the
BSIE to this priority is within the scope of the project and this report.
4. Strategic Taskforces: How do we rapidly stand-up strategic taskforces and
support their unique data management needs?

With the ‘Whole of Defence’ view contained in the Data Corpus and across the
BSIE, access to data on every individual’s SQE will assist Defence to quickly
identify, validate and upskill individuals at short notice for strategic taskforces. A
simple report in Buddy Suite will identify the most suitable individuals to fill roles,
through the use of objective data. BSAI will also be able to quickly provide insights,
suggestions and cognitive support on what training is needed, when it is needed, so
future taskforces can project the required force. BSAI will look to support humans to
make the final decisions more quickly and in an informed, evidence-based
manner. Exploring the alignment of the BSIE to this priority is within the scope of the
project and this report.
5. Lifetime Wellbeing of Current and Former Serving ADF Members and their
Families: How can we better support whole-of-life health, wellbeing and safety
outcomes for current and former Australian Defence Force members and their
families?
By recording the participation of individuals in training and operations via the Buddy
Suite Data Corpus Enrichment Tools, assisted by BSAI, Defence will be able to
recall this data to build a profile of members during and after their military career.
This will allow the ADF to make decisions on cause and effect to better manage the
health and well-being of personnel. Buddy Suite Data Corpus Enrichment Tools
integrated incident reporting feature will allow involved personnel to be recorded
against the incident for future reference. This will assist with DVA compensation
claims, with all supporting data available at the click-of-a-button. In addition, by

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being able to record incidents in real time via video and audio capability,
investigation teams can refer back to actual events to make conclusions (and
recommendations) during formal investigations. Coupling this with integrated trend
analysis via BSAI, will enable better planning and the generation of safety doctrine
to assist in preventing future injury to service personnel. Exploring the alignment of
the BSIE to this priority is within the scope of the project and this report.
9.3.3 DST-Group-TR-3716 Recent Advances in AI and their Impact on Defence
In 2020, the Defence Science and Technology Group (DST) released a Technical Report
titled Recent Advances in Artificial Intelligence and their Impact on Defence. The document
identified a number of key considerations for Defence as it moves into a new AI supported
era [18]. Table 11 outlines these considerations and how they are addressed by BSIE.
Importantly, very few of the recommendations or items for consideration in this report are
achievable without a solution to streamline data capture and mobilise it through the use of
AI. Buddy Suite Data Corpus Enrichment Tools, created by Buddy Studio directly address
this.
Table 11. Alignment to Recent Advances in Artificial Intelligence and their Impact on Defence
Recent Advances in Artificial Intelligence and their Buddy Suite Information Environment
Impact on Defence
“In order to embrace the potential of AI, there will need This shift will include transitioning from the current time-
to be a significant cultural shift in the way that military consuming paper-based systems to digitised modules for
data are generated, captured, stored and processed.” planning, briefing, conducting and capturing data on tactical
p. 3 level training and operations. These modules will be
configured using the Buddy Studio.
“...with its legacy systems and complex environment, The Buddy Suite Data Corpus is designed to integrate all
the ADF needs to carefully consider elements of system data sources, acting as the central source of truth to
integration to fully employ AI technologies into the support decision making across the ADF.
future.” p. 4
“...there are many other fields of AI where advances, By sourcing, cleansing, curating and mobilising data from a
combined with increasing data and computation have range of sources (including existing and future Defence
begun to make analysis and data synthesis possible in a applications, as well as trusted external data sources) BSAI
way that was inconceivable a decade ago. These will provide enhanced situational awareness to
include developments in recommender systems, and commanders. This will include AI recommender systems to
general data analytic techniques for enhanced situation assist with mission planning and exercise design.
awareness and sense making.” p. 24

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“There are a large number of application areas where AI The current ‘GAP’ in Defence data presented by the lack of
techniques could support military decision making. digitised tools at the tactical edge, will be addressed by
Application areas where a large amount of data is Buddy Studio.
available are likely to be the most amenable to AI
support initially, due to the reliance of many deep Buddy Studio will allow Defence groups to design modules
learning techniques on large datasets and the analysis to assist with the planning and conduct of training and
of statistical patterns in that data.” p. 24 operations, in turn capturing critical data, adding to the data
sets available for the application of Defence AI.
Without Buddy Studio modules, Defence will only see half of

the picture which would otherwise be available to them.
“Current efforts to support military decision-making BSAI is an enterprise AI solution. Its Data Corpus will
naturally focus on specific use-cases, where tools leverage existing low-level technologies currently in use
provide low-level assistance to relatively narrowly across the ADF for “specific use cases”. Unfortunately,
defined decision-making domains. The emphasis in these technologies exist in isolation, capturing limited data
these systems tends to be on increasing effectiveness which is unable to be fully optimised due to the absence of
and efficiency of low-level decisions. However, there is a ‘SMART’ solution like BSAI.
also an increasing role for AI techniques in high-level
command and control, strategic planning and decision- By leveraging data from these multiple sources, BSAI will
making.” p. 24 provide cognitive decision support to assist with command
and control, strategic planning and complex decision
making up to the highest levels.
“Providing high-level strategy decisions is currently Invicta Prospects Group envisages a long-term relationship
beyond the state-of-the-art of AI, but there is ongoing with the ADF where together we can explore the ethical and
work to broaden the applicability of AI techniques to effective application of AI in the military environment.
support the humans making these complex decisions.
We believe the ADF would benefit from following these Proactivity in this space is critical to ensuring the ADF
developments closely, and investing as appropriate. It is maintains at least equivalent capacity to its ‘would be’
likely that adversaries who embrace such technology adversaries, to make efficient and informed decisions.
will have a dramatically reduced decision-making cycle
as the capabilities in this area improve.” p. 24
“Modern AI techniques also have the potential to Buddy Suite Oracles will actively search for patterns in user
support military decision-makers in more routine activity and data usage in order to make recommendations
information management needs - with AI able to support to system users.
the gathering of appropriate data, and searching for This will promote engagement with the system ensuring
potentially relevant information. One of the most users get the most value from Defence data.
promising roles for AI within the context of ADF
decision-making is in the general field of situation BSAI will display data insights in the form of visual
awareness and sense making. Situational awareness is representations e.g., interactive dashboard displays, to
a key requirement for operators, decision makers, and ensure insights gleaned from the analytics process are
analysts. Routine AI techniques are likely to improve the instantly consumable and easy for users to assimilate.
ability of human operators to search, analyse and
display relevant information.” p. 25
“Other military applications, relevant to command and Leveraging data from such a large and varied range of
control, and decision support include the use of AI for sources means BSAI will provide the most holistic view of
plan-monitoring, task management and capability available across the ADF. This can be translated
recommendation and course of action analysis.” p. 25 into data-driven recommendations used to support the
development and analysis of Courses of Action, during
planning phases.
“...we foresee that the ADF risks being outpaced by IPG is committed to working with the ADF to deliver
military developments in other countries and, ultimately, enterprise AI capability. To allow Defence to get the most
losing its decision-making edge if an appropriate level of value from its investment in data and AI as early as possible,
investment in this area is not forthcoming. To avoid IPG will adopt an Agile approach to the development of this
losing its capability edge in the future, the ADF needs to capability, working closely with stakeholder groups to
invest in a number of areas that will be critical for future ensure early capability meets their immediate needs.
AI systems. Some of the most important ingredients in
the successful use of AI technologies, for the ADF to This will ensure the ADF regains, then maintains its
develop moving forward, include: (1) data; (2) capability edge as an organisation.
computation; (3) algorithms; (4) system integration and
(5) ethics & trust.” p. 33

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“Perhaps the most important ingredient for effective AI Buddy Studio directly address this diagnosed problem,
implementation in the ADF is relevant data at scale. “fewer military-specific data sets” by replacing the current
Although there are significant open-source data sets paper systems with a digitised solution.
available online, there are far fewer military-specific
datasets that can be used for analysis. Without military The Data Corpus will provide the “relevant data at scale”
relevant data, the power of AI and machine learning is and make it accessible and interrogable to AI algorithms,
greatly diminished and these techniques are less likely ensuring Defence makes the most of its data.
to provide useful insights for military decision making.”
p. 33
9.3.4 Fundamental Inputs to Capability (FIC)

The ADF analyses its capabilities in dimensions described as Fundamental Inputs to
Capability [4].
The mapping below was used to align our Themes - Initiatives - Epics to the 9 FIC [4]. This
proved invaluable when it came to articulating the benefits of the BSAI concept to Defence.
For example, a Medical related User Story mapped up to Individual Readiness (Epic) and
the Personnel FIC (Initiative). The FIC hierarchy for this therefore becomes Personnel -
Individual Readiness - Medical.
Table 12 below is the complete mapping to FIC that IPG used.

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Table 12. FIC mapping to Themes, Initiatives and Epics

Themes Initiatives Epics
MAPS
Planning JMAPS
Mission Planning
Organisation
ADFPSs
Doctrine ANPs
LWPs
WHS
Legislative
DFDA
Compliance Audits
Policy
Command & Management Corporate Governance Orders
Directives
RMPs
Risk
HRAs
Equipment
Safety
Procedures
Payroll
HR Leave
Postings and Promotions
Personnel Medical
Dental
Physical
Mandatory Awareness Training
Individual Readiness
Qualifications
Competency
Currency
Experience
Army Training Levels (L1)
Training (initial and continuation)
Training Objectives
Tactical Actions
Army Training Levels (L2+)
Training Objectives
Doctrine
Collective Readiness
Tactics, Techniques and Procedures (TTP's)
Standard Operating Procedures (SOP's)
Collective Training Directives
Exercise Design
Readiness Spectrum / FORGEN
Force Readiness Sea Release
Air Release
Individual Training
Planning Collective Training
Exercise Design
Risk Risk Mitigations
Safety Safety Culture
Assurance Quality Control
Training Doctrine
Doctrine
Operational Doctrine
HMA Ships
Maritime Fleet
HMA Submarines
RAAF Planes
Major Systems Air Fleet
RAN, RAAF, Army Rotary Wing Assets
Transport Vehicles
Land Fleet
Combat Vehicles
Land Ranges
Air Space
Military Training Areas
Sea Ranges
Facilities & Training Areas
Subsea Ranges
Public area
Public Training Areas
Private area
Logistics Freight
Minor and Major Acquisition
Supplies Procurement
Consumables
Sustainment Equipment and Systems Maintenance
Engineering Support System Configuration
Maintenance Support Technicians
Support
Training Support White Space
Supply Support Transfers
Veteran Owned Business
Australian Owned
Industry Sovereign Capability
Australian Made
Australian Supply Chain

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The nine Fundamental Inputs to Capability are:
1. Organisation means the capability is employed within flexible functional groupings

with an appropriate balance of competency, structure, and command and control to
meet the endorsed capability requirements stemming from the original need
2. Command and Management includes command and management arrangements
at all levels to safely and effectively employ the capability, including its integration
across Defence. Effective command and management depend on the availability of
information including intelligence
3. Personnel means the role of a competent workforce component, including ADF
(permanent and Reserves), Australian Public Service (APS) and contractors, in the
delivery, operation, sustainment and disposal of the capability
4. Collective Training means the capability is supported by a defined Collective
Training regime to a validated performance level against the Defence planning
requirements and based on the original need
5. Major Systems includes significant platforms, fleets of equipment and operating
systems that enable the effective generation of Defence capabilities
6. Facilities and Training Areas means the infrastructure requirements necessary to
support the delivery, sustainment and operation of a capability system, including
training areas which may mean any area of land, sea, undersea or airspace that may
be designated for military manoeuvres or simulated wartime operations
7. Supplies include managing all classes of supply to maintain a capability at the
designated readiness state, including sustainment funding and fleet management
8. Support includes engineering support; maintenance support; supply support;
training support; packaging handling, storage and transportation; facilities; support
and test equipment; personnel; technical data and computer support; and
9. Industry includes the consideration of the resilience and capacity of industry, such
as the reliability and health of supply chains [4].

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10 Sources
10.1 Reference List
[1] J. M. Pratt and M. J. Tregenza, “Future Technology-Concept Exploration & Weapon Autonomy”, in Proc.
ICSILP 2018, Adelaide, SA, Australia, Joint & Operations Analysis Division Defence Science & Technology
Group, 2018. Accessed on: Oct. 4, 2021. [Available]:
https://www.dst.defence.gov.au/sites/default/files/basic_pages/documents/ICSILP18_IntSes-
Pratt_Tregenza-FTCE.pdf
[2] P. Koen et al. “Providing Clarity and A Common Language to the 'Fuzzy Front End'”. Research Technology
Management., vol. 44 is. 2, pp. 46–55, Jan. 27, 2016. doi:10.1080/08956308.2001.11671418
[3] “Algorithms in decision making”, House of Commons Science and Technology Committee, London,
England, HC 351, 2018.
[4] Australian Defence Force, “Capability Life Cycle Manual (Version 2.1)”, Department of Defence, Canberra,
ACT, Australia, 2020.
[5] Department of Defence, “2020 Defence Strategic Update”, Department of Defence, Canberra, ACT,
Australia, 2020.
[6] M. Natalucci. (Sep. 14, 2018). The Pentagon makes $2bn investment in AI, Government Computing.
Accessed on: Nov. 2, 2021. [Online]. Available: https://www.governmentcomputing.com/central-
government/news/pentagon-makes-2bn-investment-ai/
[7] J. Keller. (Jun. 4, 2021). Pentagon to spend $874 million on artificial intelligence (AI) and machine learning
technologies next year, Military Aerospace. Accessed on: November. 25, 2021, [Online]. Available:
https://www.militaryaerospace.com/computers/article/14204595/artificial-intelligence-ai-dod-budget-
machine-learning
[8] Department of Defence, “2020 Force Structure Plan”, Department of Defence, Canberra, ACT, Australia,
2020.
[9] Department of Defence, “Defence Data Strategy”, Department of Defence, Canberra, ACT, Australia, 2021.
[10] Department of Defence, “Annual Report 19-20”, Department of Defence, Canberra, ACT, Australia, 2020.
P. 116.
[11] R. Black, “Review of the Defence Accountability Framework”, Department of Defence, Canberra, ACT,
Australia, Jan. 2011.
[12] Australian Defence Doctrine Publication, “Executive Series ADDP 00.2 Preparedness”, Edition 2,
Department of Defence, Canberra, ACT, Australia, May. 2013.
[13] Australian Army, “Army Training Instruction 1-20/19 - Army Training Management Framework”, Director
General Training and Doctrine, Department of Defence, Canberra, ACT, Australia, Mar. 2019.
[14] “Australia’s health 2018”. Australian Institute of Health and Welfare 2018. Australia’s health series no. 16.
AUS 221. Canberra, ACT, Australia, May. 2018. doi: 10.25816/5ec1e56f25480

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[15] R. Sisk. (Dec. 26, 2019). Pentagon Ordered to Add Blast Exposure to Troops' Medical Histories,
Military.com. Accessed on: Nov. 11, 2021. [Online] Available: https://www.military.com/daily-
news/2019/12/26/pentagon-ordered-add-blast-exposure-troops-medical-histories.html
[16] K. Devitt, M. Gan, J. Scholz and R.Bolia, “A Method for Ethical AI in Defence”, Defence Science and
Technology Group, Department of Defence, Canberra, ACT, Australia, DSTG-TR-3786, Feb. 2021.
[17] ADF Philosophical Doctrine, “ADF-P-0 Military Ethics”, Department of Defence, Canberra, ACT, Australia,
2021.
[18] G. Moy, S. Shekh, M. Oxenham and S. Ellis-Steinborner, “Recent Advances in Artificial Intelligence and
their Impact on Defence”, Defence Science and Technology Group, Department of Defence, Canberra,
ACT, Australia, DST-Group-TR-3716, May. 2020.
[19] S. Blanchette, C Albert and S. Garcia-Miller, “Beyond Technology Readiness Levels for Software: U.S.
Army Workshop Report”, Carnegie Mellon University, Pittsburgh, Pennsylvania, CMU/SEI-2010-TR-044
ESC-TR-2010-109, Dec. 2010.
10.2 Bibliography
A. Goldfarb, J. Gans and A. Agrawal, “Prediction Machines: The Simple Economics of Artificial Intelligence”
Harvard Business Review, 2018.
F.E. Morgan, B. Boudreaux, A.J. Lohn, M. Ashby, C. Curriden, K. Klima, and D. Grossman, “Military Applications
of Artificial Intelligence: Ethical Concerns in an Uncertain World”, RAND Corporation, RR-3139-1-AF, 2020.
[Online] Available: https://doi.org/10.7249/RR3139-1.
Systems Engineering Guidebook for Intelligent Transport Systems Version 3.0, US Department of Transportation
California Division (CALTRANS), Sacramento, California, Nov. 2009.
A Guide to the Project Management Body of Knowledge (PMBOK Guide), 7th ed, Project Management Institute
Newtown Square, Pennsylvania, 2021.
D. Dias and J. Paulo Silva Cunha, "Wearable Health Devices—Vital Sign Monitoring, Systems and
Technologies", Sensors, vol. 18, no. 8, p. 2414, 2018. Available: 10.3390/s18082414.
A. Howard and J. Borenstein, "AI, Robots, and Ethics in the Age of COVID-19", MIT Sloan Management Review,
2020. [Online]. Accessed on: Oct. 20, 2021. [Online] Available: https://sloanreview.mit.edu/article/ai-robots-and-
ethics-in-the-age-of-covid-19/.
D. Shewan, "10 of the Most Innovative Chatbots on the Web", WordStream, 2021. Accessed on: Oct. 21, 2021.
[Online]. Available: https://www.wordstream.com/blog/ws/2017/10/04/chatbots.
J. Johnson, "Interpretability vs Explainability: The Black Box of Machine Learning", BMC Blogs, Jul. 2020.
Accessed on: Nov. 2, 2021. [Online]. Available: https://www.bmc.com/blogs/machine-learning-interpretability-
vs-explainability/.
D. Gopinath, "Picking an explainability technique", Toward Science, Oct. 2021. Accessed on: Oct. 25, 2021
[Online]. Available: https://towardsdatascience.com/picking-an-explainability-technique-48e807d687b9.

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M.C. Horowitz, " The promise and peril of military applications of artificial intelligence", Bulletin of the Atomic
Scientists, Apr. 20288. Accessed on: Oct. 11, 2021 [Online]. Available: https://thebulletin.org/2018/04/the-
promise-and-peril-of-military-applications-of-artificial-intelligence/.
R. Kumza, "But First, Infrastructure: Creating The Conditions For Artificial Intelligence To Thrive In The
Pentagon", War On The Rocks, Jul. 2018. Accessed on: Oct. 25, 2021 [Online]. Available:
https://warontherocks.com/2018/07/but-first-infrastructure-creating-the-conditions-for-artificial-intelligence-to-
thrive-in-the-pentagon/.
J. Purosto, " Building Trust in AI Applications", Politics + AI, Oct. 2018. Accessed on: Oct. 26, 2021 [Online].
Available: https://medium.com/politics-ai/building-trust-in-ai-applications-92c99d6a6e90.
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[Online]. Available: https://medium.com/politics-ai/an-overview-of-national-ai-strategies-2a70ec6edfd.
Australian Army, “Army Training Instruction 1-3/20 – The Management of Individual Training”, Director General
Training and Doctrine, Department of Defence, Canberra, ACT, Australia, Dec. 2020.
Department of Defence, “Lead the way: Defence Transformation Strategy”, Department of Defence, Canberra,
ACT, Australia, 2020.
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Department of Defence, Canberra, ACT, Australia, 2015.
Chief Information Officer Group, “Defence Information And Communications Technology (Ict) Strategic Direction
2016-2020”, Department of Defence, Canberra, ACT, Australia, Aug. 2016.
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2016.
Department of Defence, “Creating One Defence First Principles Review”, Department of Defence, Canberra,
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[Online]. Available: https://www.aspistrategist.org.au/building-brilliant-adf/.

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Addendum 1- Project Artefacts
Concept Scenario User Story Refence List
The following table contains 46 prioritised AI User Stories (of the 131 identified), their respective Epics and Initiatives that were used in
Section 7.4 - Scenario.
Table 13. Prioritised AI User Stories used in the Scenario
Scenario Reference AI Initiative AI Epic AI User Story
1. Initial Employment Training

Manage Fit or Find Best PAX to As a Capability Manager, I want the system to identify the SKAB+SKAP for the role, so that I
05.01.02
People Roles can target my recruitment strategy towards these attributes.
1. Initial Employment Training 02.04.05 Health Manage Exposure to an

Effect
As a Capability Manager I want the system to predict physiological requirements (i.e. VO2
max) based on diving activity standards (i.e. 2000yd insertion with CE in less than 60min in
less than 2knt) by measuring relevant variables (i.e. gas consumption, heart rate, water
temperature, conditions, etc) so that recommendations can be made for Clearance Diving
entry requirements. I also want the rationale for this fully explained so I can validate and
justify the criteria upon which the prediction was made.
1. Initial Employment Training

As a Capability Manager, I want the AI to recommend people with a high likelihood of
Manage Fit or Find Best PAX to
05.01.05 success to undertake selection for specialist roles that currently have high attrition rates so
People Roles
that force readiness can be achieved in a more cost effective and efficient manner.
1. Initial Employment Training As a Training Authority I want the system to recommend adjustments to the re-enforcement
Close Gap to Target cycle to ensure the training matches operational needs so that Force Readiness is achieved
09.07.04 Training
capability/ readiness more efficiently.
1. Initial Employment Training As a Training Authority I want the system to recommend optimum dates and locations for
Performance Recommend Activity
07.04.01 courses based on personnel availability and meteorological data so that the training is more
Optimisation Date/Time/Location
cost effective and efficient.

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2. Individual Training
As a Capability Manager I want to identify groups of individuals based on skill degradation
Recommend and recommend training frequency so that Force Readiness is achieved based on
09.02.06 Training
Training/Exercises measurable standards rather than arbitrary time frames (i.e., Annual Qualification shoot vs
being able to achieve a standard score all year round).
Manage As a Capability Manager I want the system to recommend personalised training packages for
05.03.01 Better Train People
People my subordinates so that peak performance is achieved.
2. Individual Training 01.01.01 Compliance Doctrine Uptake As CAPT MCDGRP I want to be sure that the Diving Supervisors and Instructors have read
the latest doctrine updates so that safety and performance outcomes increase.
Find PAX -> Stand-up a As Capability Manager I want the AI to automatically Plan and Schedule training for
03.01.02 Q&A
Course individuals based on the billet requirement so that I can maintain Force Readiness.
Manage Exposure to an As a Capability Manager I want to predict individual resilience for effects (i.e., diving, blast,
02.04.07 Health
Effect etc) so that I can employ the most suitable people for these roles.
3. Collective Training (Component)

As a medical officer or CO I want EMOE history within the data corpus so that AI can use this
Integrate and Use
02.02.03 Health data to make recommendations on training frequency to prevent mTBI and TBI. There is
Broader Data
currently no discoverable source of EMOE activity data
3. Collective Training (Component) 02.04.02 Health Manage Exposure to an

Effect As an EMOE Supervisor I want know if a subordinate has exceeded their safe blast exposure
threshold based on blood biomarkers so that I can prevent mTBI and TBI.
3. Collective Training (Component) 02.04.12 Health Manage Exposure to an As a Planner I want the AI to recommend Safe Stacking Distances for each individual during
Effect training and operations based on their sensitivity to blast, recent exposures and planned
charge size so that individuals do not exceed their safe exposure limit.
3. Collective Training (Component) 02.04.13 Health Manage Exposure to an As a Capability Manager I want the system to make training recommendations involving
Effect exposure to blast so that I can prolong the lives and careers of my subordinates. Examples
include recommending changes to course programs (i.e., combined driving and breaching
course so breaching is practiced every other day, altering charge NEQ and SSDs).

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3. Collective Training (Component) 02.04.04 Health Manage Exposure to an

Effect
As an EMOE Supervisor I want the system to predict mTBI and TBI in individuals based on
over-pressurisation and blood biomarkers so that I can prolong the careers and lives of my
subordinates. I also want the rationale for this fully explained so I can validate and justify the
criteria upon which the prediction was made.
3. Collective Training (Component) Consider Repetitive

Manage As a Dive Supervisor, I want to know the repetitive group of divers during planning so that I
05.02.01 Groups when picking
People can adjust the plan to allow for repetitive dives.
PAX
3. Collective Training (Component) 02.02.02 Health Integrate and Use
Broader Data As Dive Supervisor I want civilian dives as well as military dives to be captured within the
data corpus so that I can prevent Decompression Illness from repetitive dives.
3. Collective Training (Component) As a Supervisor I want to receive prompts, insights and suggestions during planning and
Deliver and Enable the
09.04.01 Training supervising so that I can use the Intellectual Edge to improve training and operational
Intellectual Edge
outcomes.
4. Collective Training (Unit Readiness)
Manage As a Capability Manager I want to identify equipment usage rates so that I can recommend
04.02.02 Analyse equipment use
Equipment appropriate maintenance schedules to save money and time.
4. Collective Training (Unit Readiness) As a Capability Manager I want to know which equipment is or is not being used so that
Manage
04.02.06 Analyse equipment use equipment use can be evenly distributed or equipment held can be increased or decreased
Equipment
to save money and time.
As Supervisor I want the system to recommend adjustments to the assessed Risk based on
Manage Identify patterns in PAX
06.02.03 the profile of the activity, individuals assigned and the history of each so that the threshold
Safety incidents
can be increased to improve performance or decreased to improve safety.
4. Collective Training (Unit Readiness) 02.02.04 Health Integrate and Use As a Supervisor I want access to civilian and military subsurface dives and sky dives of my
Broader Data subordinates so that I can prevent death from Decompression Illness.
4. Collective Training (Unit Readiness) 02.04.14 As a Capability Manger, I want to know the impact that exposure to effects and fatigue have
Manage Exposure to an on skills and have the system make training recommendations to improve performance
Health
Effect outcomes.
Recommend As a Capability Manager I want the system to recommend training for my subordinates
09.02.12 Training
Training/Exercises across all relevant skills for their position so that we Collective Readiness is achieved.
5. Joint Training (Mission and

Joint Readiness) Auto-Plan and As Supervisor I want the system integrate with TASMIS so that range details and availability
09.03.02 Training
Schedule Training are available to the AI for scheduling training.

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Joint Readiness) Auto-Plan and As a JTF Planner I want to ensure that units to not dangerously impose on each other during
09.03.06 Training
Schedule Training training by managing incompatible ops so that everybody remains safe and well.
5. Joint Training (Mission and As a Capability Manager I want individual qualification, competency and currency mapped to
Joint Readiness) Manage Fit or Find Best PAX to Collective Training Targets (i.e., Tactical Actions) so that current and future capability
05.03.14
People Roles requirements are achieved.
Joint Readiness) Recommend As a JTF Commander I want the system to make recommendations for joint exercises
09.02.01 Training
Training/Exercises (considering the ALTOs and TAs) so that I can achieve capability requirements.
5. Joint Training (Mission and As a Capability Manager I want the system to analyse the material state of platforms and
Joint Readiness) Manage
04.02.08 Analyse equipment use make recommendations for maintenance, disposal or procurement so that Force Readiness
Equipment
is maintained.
6. Mounting and Force Projection As a Capability Manager I want the system to streamline the mounting process so that
Performance Recommend significant amounts of time are saved during this heavy administrative process.
07.02.02
Optimisation deployable assets
6. Mounting and Force Projection

Manage As a Capability Manager I want the identify equipment failures/malfunctions so that I can
04.02.01 Analyse equipment use
Equipment recommend the maintenance, disposal or procurement of assets.
6. Mounting and Force Projection As a Logistics Officer, I want the system to recommend the optimum method of transport and
Performance Recommend delivery of PAX and equipment so that Force Project is cost effective and efficient.
07.02.03
6. Mounting and Force Projection As a supervisor I want the system to recommend to me deployable assets based on tactical
Performance Recommend
07.02.01 and resource planning data so I can quickly and easily put the right units in the right place for
an exercise / mission.
7. Strategic Operations As a Planner I want the system to provide the Intellectual Edge by pushing status
Recommend Mission updates and notifications during HOTO so that Operational outcomes improve.
08.02.08 Mission
Plan
7. Strategic Operations 08.02.09 As a Planner I want the system to provide strategic recommendations to improve strategic
Recommend Mission and operational outcomes.
Mission
Plan
7. Strategic Operations
Recommend Mission As a Planner I want all variables considered (traffic data/meteorological/PAX Data and other
08.02.06 Mission
Plan data) when planning a mission, so that I improve operational success.
8. Tactical Execution
Recommend As a Planner I want the system develop multiple COAs with the highest likelihood of success
08.01.01 Mission
deployable assets so that I can improve operational outcomes.

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8. Tactical Execution 08.02.10

Recommend As a Planner I want the system recommend the best COAs with the highest likelihood of
Mission
deployable assets success so that I can improve operational outcomes.
8. Tactical Execution As a planner I want the AI to predict the physiological demands and performance
requirements of a task and make pax selection and equipment recommendations so that
Manage Fit or Find Best PAX to operational success and performance outcomes increase.
05.01.15
People Roles
As a Capability Manager I want the system to predict the impact of fatigue on threat
Manage Exposure to an identification and shooting accuracy (HRV, HR, sleep metrics) so training and operational
02.04.08 Health
Effect outcomes improve. I also want the rationale for this fully explained so I can validate and
justify the criteria upon which the prediction was made.
Performance Track activity metrics in As a CO I want to be able to track Activities in real time so that I can maintain Situational
07.05.01
Optimisation real-time Awareness.
Recommend Mission As Ground Force Commander I want the system to recommend real-time changes to the
08.02.05 Mission
Plan mission considering live updates so that the likelihood of operational success increases.
9. Withdrawal
As Capability Manager I want the system identify roles and positions that will need to be filled
Manage Fit or Find Best PAX to
05.01.01 and recommend the best people who should fill those roles so that personnel are SQE for
People Roles
the new role on posting.
9. Withdrawal
As a Capability Manager I want to predict the lifecycle of an individual in their current trade
Manage
05.05.01 PAX Retention and make recommendations for promotion, transfer of category or transfer of service so that I
People
retain talented and experienced individuals within Defence.
9. Withdrawal
As a Capability Manager, I want the AI to look across relationship status, moved house,
Performance Impact of Societal
07.02.01 holidays taken and other personal metrics and compare this to the on-the-job performance of
Optimisation Issues
the PAX and see if there is a correlation so that I can better manage our people.
10. Other 02.04.11 Health Manage Exposure to an As a Capability Manager and Medical Officer, I want the AI to monitor physiological
Effect exposures and identify any correlations to mental health so that recommendations can be
made to improve health outcomes

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AI Initiatives, Epics and User Stories – Example of Mapping to FIC
Mapping User Stories to FIC allows us to see the value areas that each user story delivers and its alignment to Defence priorities. Below is a
sample of the outputs from the mapping of FIC to explore the value from the requirements gathered.
Figure 17. AI Initiatives, Epics and User Stories Mapped to the FIC

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AI Epics/User Story – Example of Analysis of possible AI Approaches / Data Source Dependencies
We explored possible AI approaches to proving the technical feasibility of the Concept. Below are examples and outputs from the
exploration. You will notice that the data sources dependency is explored as is the maturity of the Data Domain.
Figure 18. AI Approach and Data Dependencies

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AI User Stories – Example of Analysis of Operational Improvements
Another area we explored was the operational improvements that would accrue from the deployment of the different AI User Stories.
Figure 19. Operational Improvements

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Addendum 2 – Phase 2 Proposal
Data Management for Phase 2
This section outlines Data Management required to support the AI test scenarios taken from
the solution concept into Phase 2.
Where there is existing established technology, we have assumed its feasibility e.g.,
creating a data lake uses assumed technology because it is common-place and an
established data architecture. Likewise, the integration of the technical components is
assumed with integration and interoperability from one component to the other e.g., data
flowing from the Enterprise Data Warehouse (EDW) to the DataMart. See Figure 20 below.
Figure 20. PoC Data Management Scenario to test feasibility

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Below are the steps IPG will take in Phase 2 to build the PoC and test the technical
feasibility of the concept:
1. Mock-up data that is production-like to simulate:
• Current Defence data e.g. PMKeyS, Active Directory

• Device/Partner data e.g. sensors data (depth, blast exposure, heart rate),
biometrics (blood tests, heart rate, Body Mass Index (BMI))
• Trusted External data e.g. tides, weather, cloud cover, wind…
2. Load mock-data into a Data Warehouse (and refresh it to simulate updates from
data sources). Creating an EDW from a Data Lake is assumed technology.
3. Develop Buddy Studio with limited functionality suitable for Phase 2 requirements
4. Configure a Data Corpus Enrichment Tool in Buddy Studio to update data and see
that this transaction is generated e.g. completion of a training exercise that updates
a qualification’s currency
5. Load mock data and mock transaction into the DataMart to simulate the refresh of
reporting and analytical data from the Data Corpus Enrichment Tool configured in
Buddy Studio
6. Run a simple BI report before and after mock transactions are loaded
7. Build, Train, Test & Validate AI models and execute AI scenarios
8. Surface within the Buddy Studio configured Enrichment Tool results from the AI e.g.
notifications to a CO that some of their people need to go on a training course to
maintain the currency associated with an activity type like SCUBA diving or EMOE.

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Operational Inputs (AI Scenarios) for Phase 2
This section outlines AI test scenarios taken from the solution concept into the next phase
of the DIH process and the AI models that would be produced to execute the scenarios.
They aggregate AI User Stories that have similar outcomes so as to prove multiple
requirements in the three scenarios.
These scenarios are also weaved through the large scenario described in the Operational
Concept.
Scenario 1: Utilising Natural Language Processing (NLP)
Scenario 1 (Figure 21) sees a user entering a plain text (natural language – English) question
into the system to ask a question (of the Q&A Oracle – 1A) around the qualification currency
of a person to conduct an activity e.g. a SCUBA dive, an EMOE serial. This is asked for
both negative [Step 1.01] and positive [Step 1.02] confirmation of currency for the activity.
The Data Corpus is then updated simulating that the PAX has done training to maintain
their currency [Step 1.03]. PAX who did not previously have currency have now gained it
and therefore will show up on the positive currency data card [Step 1.05] and will be
removed from the negative currency data card [Step 1.04].

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Figure 21. Natural Language Processing Scenario
Link back to Requirements - examples
AI Epic# 9.2 – Recommend Training/Exercise
• User Story 09.02.04: As a supervisor I want to be able to ask the system which of
my PAX need / don't need training in order to maintain their currency for an Activity
so that I am able to maintain awareness of the skills and experience of my
subordinates to increase safety outcomes.
• User Story 09.02.06: As a Capability Manager I want to identify groups of individuals
based on skill degradation and recommend training frequency so that Force
Readiness is achieved based on measurable standards rather than arbitrary time
frames (i.e., Annual Qualification shoot vs being able to achieve a standard score all
year round).
• User Story 09.02.07: As a supervisor I want the system to identify when currency
expires for my subordinates for a particular activity then recommend and schedule
training so that I can maximise training efficiencies and reduce loss of currency. NB:
I also want the rationale for this fully explained so I can validate and justify the
criteria upon which the recommendation was made.

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Scenario 2: Utilising Robotic Process Automation (RPA)
Scenario 2 (Figure 22) has the Watch&Wait (W&W) Oracle proactively looking for the case
where people will lose their currency in a capability and hence an activity [2A]. Examples of
this could be using Stealth Diving Equipment or a T-11 Static Line Parachute. If they do not
perform recertification training, their currency within a set period of time will lapse (this is a
user defined period that is used as a business rule by the AI).
When the W&W Oracle flags this case, the See&Do (S&D) Oracle notices this event [2A] and
sends a notification to the person and their OIC. The OIC then arranges training for the
person to maintain their certification [Step 2.01]. The training is then conducted and
recorded within the Data Corpus Enrichment Tools configured by Buddy Studio.
The next time the W&W Oracle runs [2B] it should not pick up the recently re-certified
people.
Additionally, if the OIC were to ask a plain text question of the Q&A Oracle [2C] (Scenario 1
-1A) around the qualification currency of a person to conduct an activity e.g. a SCUBA dive
or a SL parachute jump, that could be answered for positive (and negative) confirmation of
currency for the activity [Step 2.02].

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Figure 22. AI Scenario - Robotic Process Automation
AI Epic# 9.2. – Recommend Training/Exercise
• User Story 09.02.02: As a JTF Commander I want the AI to continually monitor

capability and proactively keep me informed so that Individuals and Units can
maintain readiness based on the current force requirements. (This user story could
be for Supervisors, CO’s or Capability Managers to ask a question or to receive
automated and proactive alerts)
• User Story 09.02.04: As a supervisor I want to be able to ask the system which of
my PAX need / don't need training in order to maintain their currency for an Activity
so that I am able to maintain awareness of the skills and experience of my
subordinates to increase safety outcomes.
• User Story 9.02.06: As a Capability Manager I want to identify groups of individuals
based on skill degradation and recommend training frequency so that Force
Readiness is achieved based on measurable standards rather than arbitrary time
frames (i.e., Annual Qualification shoot vs being able to achieve a standard score all
year round).
• User Story 09.02.07: As a supervisor I want the system to identify when currency
expires for my subordinates for a particular activity then recommend and schedule
training so that I can maximise training efficiencies and reduce loss of currency. NB:

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criteria upon which the recommendation was made.
• User Story 09.02.08: As a Capability Manager, I want the system to plan and
schedule training for qualified personnel whenever a new piece of equipment is
procured so that I can maintain capability with the new suite of equipment. (For
example, recommending and scheduling conversion courses for Clearance Divers
when a new diving apparatus is procured).
• User Story 09.02.12: As a Capability Manager I want the system to recommend
training for my subordinates across all relevant skills for their position so that
Collective Readiness is achieved.
Scenario 3: Utilising Machine Learning/Deep Learning (ML/DL)
Scenario 3 (Figure 23) has people wearing blast sensors [Step 3.01] during a blast activity
e.g. EMOE. The captured blast exposure data is passed to the Buddy Suite Information
Environment [Step 3.02] where the Watch&Wait (W&W) Oracle proactively notices the event
and predicts whether the accumulated blast exposure has put the person over their safe
exposure level for blasts or whether the next activity is likely to do the same [Step 3A].
If the person has or will exceed a threshold for safe exposure to blast levels their OIC gets a
recommendation from the See&Do Oracle [3A] that the person should temporarily stand-
down and get a biomarker test. Removal from training allows for short-term recovery and
the capture and matching of biomarker results to blast exposure allows for future
predictions and better personnel management. The reasoning behind the recommendation
(explainability) would be provided to the user, if requested. The person gets the biomarker
test [Step 3.03] and the result is passed to the Buddy Suite Information Environment [Step
3.04], matched up with the blast exposure data and a prediction is made as to whether the
person has exceeded their blast threshold and the predicted period of time before their
biomarkers return to normal [Step 3B].

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As the model gathers more data, the accuracy and fidelity with which it can predict a
person’s return to work will increase.
Figure 23. AI Scenario – Machine Learning/Deep Learning
AI Epic# 2.4 – Manage Exposure to an Effect
• User Story 02.04.01: As Supervisor I want to know (via Wearable Health Devices
(WHD) and other sensors) if my suborndinates were over-heated or under-heated
during an activity so we adjust the attire they wear or the duration of the activity to
manage exposure realted injury (i.e heat stress, hypothermia).
• User Story 02.04.02: As an EMOE Supervisor I want know if a subordinate has
exceeded their safe blast exposure threshold based on blood biomarkers so that I
can prevent mTBI and TBI.
• User Story 02.04.03: As a Medical Officer and a CO I want the AI to make real-time
recommendations on health management by using Edge device data (Depth/Over
Pressure/HR/bioharness, etc) and health data (e.g. current illness and injuries) so
that downed operators can be flagged and tended to as soon as possible to
increase safety and save lives.

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• User Story 02.04.04: As an EMOE Supervisor I want the system to predict mTBI and
TBI in individuals based on over-pressurisation and blood biomarkers so that
recommendations can be made to prolong the careers and lives of my subordinates.
criteria upon which the prediction was made.
• User Story 02.04.05: As a Capaility Manager I want the system to predict
physiological requirements (i.e. VO2 max) based on diving activity standards (i.e.
2000yd insertion with CE in less than 60min in less than 2knt) by measuring relevant
variables (i.e. gas consumption, heart rate, water temperature, conditions, etc) so
that recommendations can be made for Clearance Diving entry requirements. I also
want the rationale for this fully explained I also want the rationale for this fully
explained so I can validate and justify the criteria upon which the prediction was
made.
• User Story 02.04.07: As a Capability Manager I want to predict individual resillience
for effects (i.e, diving, blast, etc) so that I can employ the most suitable people for
these roles.
• User Story 02.04.11: As a Capability Manager and Medical Officer, I want the AI to
monitor physiological exposures and identify any correlations to mental health so
that recommendations can be made to improve health outcomes.
• User Story 02.04.012: As a Planner I want the AI to recommend Safe Stacking
Distances for each individual during training and operations based on their
sensitivity to blast, recent exposures and planned charge size so that individuals do
not exceed their safe exposure limit.

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Benefits of using these Test Scenarios in Phase 2
The AI Scenarios and their aligned Epics will be used to prove the feasibility of the Data
Corpus Enrichment Tools designed in Buddy Studio, the Data Corpus and AI models that
comprise our concept.
The scenarios were picked as they cover many of the principles specific to the needs
identified by other stakeholders in Initiatives and Epics. These include:
• Accessibility and Integration of Defence data to obtain Rank, Role and Unit (Defence
Active Directory)
• Accessibility and Integration of Defence data to obtain the Individual Readiness of
PAX (e.g. Medical, Physical, Dental)
• Accessibility and Integration of data describing the detailed qualification of PAX and
how they map to specific elements of Capability (e.g. Heavy Weapon use linked to
specific Tactical Actions & Capabilities in Army, Underwater mine clearance linked in
Navy)
• Accessibility and Integration of Defence data surrounding Collective Training leading
to Collective Readiness of Unit in Single, Combined and Joint Arm activities
• Reading through the data corpus to a set cadence (e.g. hourly, daily), watching and
waiting (Watch&Wait Oracle) for a trigger event to happen and then flagging it for
execution of a specific action (See&Do Oracle)
• Simulating having “data SME Oracles” recognising that data has been updated
and/or flagging data as renewed
• Surfacing this data so it can be used to answer natural language questions on
training or operational capability (Q&A Oracle)
• Simulating a CO asking the system a question about their command
• Explainability that is crucial to gain trust and buy-in to the system.

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Addendum 3 – Direct to Phase 3 Proposal

During the concept exploration phase, we identified that we can streamline the innovation
process by up to twelve (12) months and deliver better value for money to Defence by
taking the technology straight to Phase 3. Due to the in-depth exploration and analysis
work performed in Phase 1 we were able to explain the differences between Phase 2 and
Phase 3 of this project (Table 14). A lot of the Phase 2 technologies were to be re-used and
matured in Phase 3. This extended the timeline and increased the cost.
We have explored the Capability Blocks comprising BSIE and the maturing actions
necessary to take our concept to a Phase 3 prototype targeting TRL5. As we did this it
became clear that with well-placed and well managed milestones, the technology, project
and financial risks of the project to both Defence and IPG will be mitigated and minimised.
Going straight to Phase 3 is beneficial as it shortens the project and delivers the same
outcome.
In parallel to Phase 1 activities, our team has produced concept demonstrators in order to
gather additional requirements for BSIE including specialised Data Corpus Enrichment
Tools, cut-down AI scenarios and BI reports / dashboard. Along with the detailed analysis
and exploration work conducted in Phase 1 we believe that the essence of Phase 2 has
been fulfilled and the project should progress directly to Phase 3.

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Comparison of Phase 2 & Phase 3 Technology Components
The table below summarises and compares the technical components for Phase 2 and
Phase 3:
Table 14. TRL Comparison between Phase 2 and Phase 3
Phase 2 – TRL3 Phase 3 – TRL5 Difference

Requirements prioritised through phase As per Phase 2 No change
Data is mocked up Additional data is mocked up Expanded mocked
data
Expanded schema
Data Corpus manual updates Data Corpus systematised updates Load processes
Data Corpus Enrichment tools manual Data Corpus Enrichment tools systematised Expanded use
updates to Data Corpus updates to Data Corpus cases
Expanded
generated data
Load processes
AI Algorithms built for priority scenarios As per Phase 2 No change
(Unless priorities
change)
AI models trained, tested and validated (TTV) TTV algorithms against new data / use cases Expanded use
cases
AI models manually connected AI models interfaced and connected Load processes
BI Report/Dashboard built As per Phase 2 No change
Not connected or interfacing with the As per Phase 2 No change
Defence network
As can be ascertained from the above, the main differences for Phase 3 are:
• Mocked data will be expanded to support additional use cases

• Data Corpus Enrichment Tools will be expanded to support additional use cases
• Data Corpus schema will be expanded
• Additional AI models for the new use cases will be TTV using existing algorithms
• Internal interfaces and load processes will be created to provide systematised on-
demand functionality

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Phase 3 BSIE Capability’s Maturation
With the view of going directly to Phase 3 we have re-worked the capability’s maturing
actions.
Phase 3 Maturity Objective: This Prototype system will be designed and built to validate the
engineering capability and the application of the technology concept whilst validating the
technical feasibility of the solution, using on-demand connectivity within a prototype
environment.
Figure 24 describes the target state for IPG’s capability blocks at the end of Phase 3 of this
project. The overall level of maturity of the project will be MEDIUM, targeting TRL 5.
Tactical, Digitised & Discoverable
Manage Manage Manage Performance Process

Compliance Health Q&A Mission Training
Equipment People Safety Optimisation Improvement
Figure 24. Capability Maturity Statement for end of Phase 3

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Application Development
The overall level of maturity for this capability block will be MEDIUM.
Data Corpus
• Data definitions will be defined, and schema implemented to support the data
requirements of Phase 3
• Data transforms and data load processes will be systematised to support
repeatable, periodic updates. Where this includes external interfaces, such as
Defence or External Data Source APIs, these will be simulated. All internal interfaces
will be live.
• Integrations with Defence data will be simulated
• Once built, the Data Corpus Enrichment Tools will generate sample data which will
be manually transformed and loaded to conform to the existing data schema and
execute the use cases.
Data Corpus Enrichment Tools
• Data definitions and supporting functional requirements will be created to support

the requirements of Phase 3
• The Data Corpus Enrichment Tools and supporting data structures will be
configured in Buddy Studio and implemented to support Phase 3 requirements
• Data transformation and load process will be systematised to support on-demand
and/or periodic updates
• Data Corpus Enrichment Tools will surface AI alerts, integrated on-demand, to
validate the provision of cognitive decision support at the intellectual edge.
AI Models
• Design and build Watch&Wait, See&Do and Q&A Oracles’ AI algorithms to support
the prioritised scenarios identified in Phase 1 and confirmed early in Phase 3
• Train, test and validate (TTV) the AI models in order to validate insights and
inferences for multiple use cases within the prioritised scenarios
• Integration between the AI models and the Data Corpus will be created to provide
on-demand, systematised loads between the Data Corpus, the Watch&Wait, the

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See&Do and the Q&A Oracles, in order to validate insights, inferences, real-time
updates and AI responses
• AI will create alerts which will be fed back to the Data Corpus on demand.
BI Reports and Dashboards
• Reports and dashboards will be created based on the mocked-up and Data Corpus
Enrichment Tools’ generated data
• Reports will be used to validate the AI model predictions.
AIOPS will be established and developed to support AI development.
Data Management
The overall level of maturity for this capability block will be MEDIUM. Data will be mocked
up to simulate expected production target interfaces and to conform with them. These will
represent the data sources identified as necessary to run and complete the priority AI
scenarios. This data will be created to look production-like in terms of the content,
interface, and conformity with the target in production. This will ensure interfaces are
readied for integration in the next phase.
• Data will be mocked up to be sufficiently real to prove both the technical feasibility
and the application of the technology concept
• The shared AIOps environment and associated MLOPs processes will be developed
and established so that they are ready for Phase 4
• The scope of data in the Data Corpus will be sufficient to support the proof of AI
models’ technical feasibility and the application of the technology to the specified AI
use cases. Historical data in the Data Corpus will also be mocked up to provide
point-in-time snapshots
• Mocked-up Data Corpus Enrichment Tool data will be integrated into the target data
set using on-demand and/or periodic systematised load processes
• The maturity of data used for BI reports and dashboarding systems will be low

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• BI reports and dashboards will prove the technical feasibility and be used to validate
the inferences, insights and information delivered by the AI Models
• Data transforms and aggregation will use automated, on-demand and/or periodic
functions. This will get us ready for automated processing in Phase 4.
We will confirm the priority AI scenarios early in Phase 3 so we can be sure we are
capturing the data necessary to building, test, train and validate priority AI Models that are
still relevant to the evolving needs of Defence and will continue to deliver value.
Platform Integration
The overall level of maturity for this capability block will be MEDIUM. Note: There will be no
connection between the BSIE and the Defence network and any requirement to connect to
external or trusted environments will be simulated (e.g., Bureau of Meteorology data for
weather, tides, wind speed).
The maturity of Platform Integration in Phase 3 will entail forming a view to ensure:
• A significant understanding of any risks or implications as to its viability that may be

inherent to consuming a common services mode
• Development of an understanding of the integration requirements, form the
performance requirements and compute and store metrics
• That the intended services align with identified Defence Information Systems,
comply with Government ICT Standards and Defence’s Approved Technology
Reference Models across all intended environments (e.g., Strategic, Edge networks)
BSAI will be developed to provide appropriate technology infrastructure services with
suitable levels of resiliency, as determined by need but also with the view to developing a
target-state that brings environmental considerations, business continuity and criticality
requirements in Phase 4.

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Phase 3 development of the Platform Integration will provide a medium maturity to the
‘Logging and Monitoring’ and ‘API Management’ capability blocks, and include:
• Designing and deploying Compute and Store in order to employ a reduced footprint
and to leverage technologies which likely support multiple services on a common
operating platform
• Developing privacy and legal requirements through robust logging, monitoring, and
auditing solutions associated with building out the BSIE for Defence.
• Developing the requirements for an integrated, shared AIOps environment and
establish those elements required for Phase 3
• Developing standards and patterns to be put in place for monitoring compliance
across the stack, as well as the ability to detect and verify breaches dynamically and
retrospectively (i.e., Multi-layer Security linked to the value of the data and threat to
Defence).
• The need to develop and maintain a schema and accompanying message model for
use in SOA services that supports standardised protocols as to ensure SOA
architecture presentation, application processing and data management services
and functions remain secure and separated.
• Mimicking a ‘Production-Like’ environment. We will seek to create:
o Governance applied to processing, computing and optimisation of storage
blocks to ensure responsiveness and resilient storage methods
o A composite of the conditions, circumstances, and influences that affect the
employment of capabilities to the different operating environments to
establish the physical infrastructure, information environments and cognitive
states
o Pervasive networks, the flexibility to connect and disconnect from the
network in the operating environment and understanding the effects of
operating without access to the internetwork, either by design or outcome of
the environment.
o Maintaining and supporting the services to ensure operation and
performance tolerances
o Data synchronisation, information and data exchange timeliness and
survivability (data transmission assured)

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Security
The overall level of maturity for this capability block will be MEDIUM. Applying a principles-
based approach, Phase 3 will create Security concepts that ensure the solution is secure by
design and provide separate controls across the different layers of the architecture stack.
Within this phase we seek to create the design to address:
• Identify the Identity and Access Management (IDAM) processes for access and
control integration to ensure only provided authenticated, authorised parties who
actions can be auditable and traceable
• Understanding the attributes of various element of the IDAM to meet requirements
under an Attribute Based Access Control (ABAC) environment.
• ‘Need to know’ and ‘need to share’ principles as to design the hold, move, consume
ad share of rich information source required for the operation of the BSIE under a
Data Security model
• The need to ensure security services achieve service reusability and are holistically
designed to be ‘fit for purpose’ and mature to meet;
o Defence security requirements for application security.
o Application Security design based on key information security control
objective for the development of the Data Corpus
• Identification of risk for each system, sub-system and ICT system to provide a
means of assessing and mitigating potential security risks that protect and enable
the effective use of shared services.
• Develop an approach to ‘Data at Rest’ and ‘Data in Transit’ with an aim to securing
the data with a high-level of trust to ensure strong data integrity, and ensure the
design remains fit for purpose and evolves with the changing threat landscape
• Investigate the integration or adoption of robust Data Loss Prevention (DLP)
technologies to ensure proper detection of the exfiltration, either malicious or
accidental, of future Defence data.
The target state is to determine the best approach to data protection in its various states
and to apply robust logging that ensures we capture the ‘what is being accessed’, ‘who is
accessing it’ and ‘when it’s accessed’ within the BSIE.

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Policy Management
The overall level of maturity for this capability block will be MEDIUM. Phase 3 will develop a
Quality Assurance (QA) framework that allows the project to monitor and assess the
systems to ensure they comply with Defence and Whole of Australian Government (WoAG)
legislation, policy and/or procedure.
The development of the QA framework will ensure:
• Architectures are based on key information and controls for the development of the
BSIE
• Traceability from the requirements to established information security governance
arrangements, organisational responsibilities, individual responsibilities, and
information (data) ownership responsibilities
• The establishment of regular assessments to provide conformance with identified
policy, process, and procedures.
The QA framework will be foundational to ensure that a policy-aware approach is adopted
for:
• Developing and describing the approach to mandating adherence to organisational

information security policy
• Developing and describing the principles and frameworks to enable a collaborative
and agile approach to AIOps
• Advancing individual data governance (e.g., Data archival and disposal policy)
• Describing the principles and frameworks to ensure cyber and security (e.g., ISM
Controls, Essential 8)
• Applying good governance in-accordance-with relent government policy and
frameworks such as the Australian Government Information Security Manual
(AGISM).
The project will undertake a review of information security policy, processes, procedures,
and practices when required, and on significant changes to the operating environments.

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Service Management
The overall level of maturity for this capability block will be MEDIUM. Phase 3 Service
Management will comprise two elements of IPG’s services model that are closely
intertwined; being Wagile and Information Technology Service Management (ITSM).
IPG’s Wagile Approach takes the best from a traditional Waterfall project management
approach and Agile’s product delivery to define essential processes in the areas of
management, focusing on customer needs and delivering IT services in the context of a
continuous improvement culture.
As part of the requirements gathering workshops, we will perform a brief on the following so
that workshop participants are across the subjects and understand the topics when
mentioned:
• What is Wagile?
• How to read Process Flow Diagrams
• What is AI?
Additionally, we have generated videos that can be shared to provide further insight into
Wagile and Process Flow Diagrams.
IPG’s Wagile approach is at a MEDIUM level of maturity and will carry forward the Project
Foundation and Governance frameworks built in Phase 1 of the project.
Service Management capabilities delivered in Phase 3 will include:
• Wagile services developed to a HIGH level of maturity with all elements being built
out. These Wagile Services will be the majority of customer-facing services delivered
in Phase 3.
• Information Technology Service Management (ITSM) established to a LOW maturity
level. Additional ITSM services will be developed, matured and readied for a
production environment. These will comprise the activities IPG will perform around

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the design, build, deliver, operate and control of information technology (IT) services
in Phase 4.
Training
The overall level of maturity for this capability block will be NOT REQUIRED.
As there are no active users there will be no end-user training or helpdesk training needed
in this phase.
Data Sources
The overall level of maturity for this capability block will be LOW.
Data Sources will be undertaken in Phase 4, as part of the engagement with the
Commonwealth and ongoing development toward TRL8.
High-level Schedule
The high-level implementation schedule for the next two phases of the project is as follows:
• Phase 3: Prototype System; 14 months to develop the BSAI prototype to TRL5

• Phase 4: Integrated Capability Development; 12-18 months to develop the BSAI
pre-production system to TRL8.
Assuming it takes 3-6 months to progress from one DIH phase to the next, and IPG is
successful, the figure below maps the best (29 months) and worst-case (38 months)
timelines.
Figure 25. High Level Schedule - Best and Worst Case Scenario for Phase 3

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In comparison to the schedule for Phase 2 and Phase 3, a ‘direct to Phase 3’ approach
represents a scheduled project gain of seven (7) to twelve (12) months.
TRL3 & TRL5 Definitions - Boundaries
The definitions below are a reference that informs the boundaries for the phases [19]:
Table 15. TRL Definitions
TRL Definition Description Supporting Information

Phase 2 • Active R&D is initiated. • Level at which software technology is
TRL3 • The level at which scientific ready to start integration with existing
feasibility is demonstrated through systems. The prototype implementations
Analytical and analytical and laboratory studies. conform to target environment/interfaces.
experimental critical • This level extends to the • Experiments with realistic problems.
function and/or development of limited functionality • Simulated interfaces to existing systems.
characteristic proof of environments to validate critical • System software architecture established.
concept. properties and analytical predictions Algorithms run on a processor(s) with
using non-integrated software characteristics expected in the
components and partially operational environment.
representative data.
Phase 3 • Level at which software technology • System architecture diagram around
TRL5 is ready to start integration with technology element with critical
existing systems. performance requirements defined.
Module and/or • The prototype implementations Processor selection analysis,
subsystem validation conform to target Simulation/Stimulation (Sim/Stim)
in a relevant environment/interfaces. Laboratory build-up plan.
environment. • Experiments with realistic problems. • Software placed under configuration
Simulated interfaces to existing management.
systems. • Commercial-of-the-shelf/government-off-
• System software architecture the-shelf (COTS/GOTS) components in
established. the system software architecture are
• Algorithms run on a processor(s) identified.
with characteristics expected in the
operational environment.

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Addendum 4 – Data Corpus Enrichment Tool
Buddy Studio
Buddy Studio will be developed as a solution to configure Data Corpus Enrichment Tools.
The benefit of using Data Corpus Enrichment Tools as a means to capture data to enrich
the Data Corpus and to deliver better AI outcomes is clear. However, the tools offer an
equally valuable impact at the operator level.
Replacing the current disconnected web of paper-based and spreadsheet systems used
across Defence, with digitised, fit-for-purpose tools, will provide an ability to plan, brief,
conduct and capture data through an intuitive user interface, designed by ADF veterans
with operational experience.
Some of the key benefits offered by the Data Corpus Enrichment Tools include:
• Instant access to data for planning
• Increased safety through automated safety checks, reducing risk to life
• Generation of safety equipment check-off lists
• Digital Risk Assessments
• Auto generated safety and activity briefs using pre-defined templates
• Shortened planning cycles
• Click of a button access to historic data, currently only available by trawling through
decades’ worth of paper log books and records (an issue identified by the ADFPS
during our engagement with them in May 2021)
• An ability to extend the functionality of the configured tools, through customisation,
to meet the specialised needs of some elements of the workforce e.g., Special
Operations

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• Benefit from future integration with evolving AI capability through BSAI
For the tools to be effective and efficient, IPG determined that they must reduce the current
administrative burden on the end-user, who is often required to fill out the same data
multiple times across several paper-based forms and logs. They must also be easy to use,
intuitive and able to be embedded within the daily battle rhythm of the operator. This has
clear intrinsic value, but also streamlining and reducing existing workloads, would enhance
the adoption and take-up of the tool.
BUDDY STUDIO

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Addendum 5 – Workshop survey forms
MCDGRP Workshop Survey Results

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DSOTEC Workshop Survey Responses

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CREATING A DATA CORPUS

FOR DEFENCE ARTIFICIAL INTELLIGENCE

Shane Acorn CEO Document Owner 10/12/2021

Daniel Pace COO Document Approval 10/12/2021

Concept Exploration Report – P20-407396

Defence Strategic Guidance.

Defence Special Operations Training and Education Centre (DSOTEC).

The Phase had four key objectives:

enhancements in adopting the proposed innovation

Concept Exploration Report – P20-407396

3. determine a possible integration pathway into Defence

4. further explore the feasibility of the innovation including a development schedule.

across the ADF at an enterprise scale.

to observations in the recent Defence Data Strategy 2021-2023.

Concept Exploration Report – P20-407396

being of significant value to the ADF.

AI to make suggestions and recommendations, the ultimate decision must be made by a

employed across the entire ADF.

scenario can be found at Section 7 of this report.

Concept Exploration Report – P20-407396

move directly to Phase 3.

and BSAI would provide a ‘Whole of Defence’ view.

list of benefits can be found in Table 8 Section 9.2 of this report.

Concept Exploration Report – P20-407396

Workshop feedback forms completed by representatives of the nominated stakeholder

groups have been included at Addendum 5.

Concept Exploration Report – P20-407396

Concept Exploration Report – P20-407396

9.2 Discovered Benefits ...................................................................................................... 73

Concept Exploration Report – P20-407396

Concept Exploration Report – P20-407396

Concept Exploration Report – P20-407396

Concept Exploration Report – P20-407396

DVA Department of Veterans Affairs

Concept Exploration Report – P20-407396

PTSD Post-Traumatic Stress Disorder

Concept Exploration Report – P20-407396

technology concept and the Invicta Prospects Group (IPG) team.

1.1 Buddy Suite Artificial Intelligence

the ADF, comprising the following three key elements:

• The Data Corpus

sources, those being:

• Existing Defence data sources e.g., PMKeyS

Concept Exploration Report – P20-407396

be integral to turning data into information, to deliver actionable insights to Australian

Defence Force (ADF) Commanders.

Initiatives and Epics, will be discussed later in this report.

Table 1. Data Corpus Benefits

Category Explanation Benefit

Concept Exploration Report – P20-407396

1.2 IPG Management Capability

SHANE ACORN | Cofounder and Chief Executive Officer

experience as an early-stage employee in other technology start-ups.

DANIEL PACE | Cofounder and Chief Operations Officer

Daniel has a Diploma in Electrical Engineering, a Graduate Certificate in Management from

Intelligence Program. Daniel is currently completing an MBA with MBS.

company founded in 2016 as well as IPG founded in 2019.

GEOFF BENSTEAD | Chief Information Officer & Board Member

ups and corporates across multiple industries around the globe.

Concept Exploration Report – P20-407396

qualified Project Management Professional (PMP).