Government High Frequency Communications

The Situation

  • For 100 years high frequency (HF) beyond-line-of-sight was part of Defence communications.
  • Over time various technologies and other reforms were cobbled together to provide integrated communications
  • Bandwidth limits HF communications to less than 1/10,000 capacity of satellites
  • Satellites became the default technology for almost all communications.
  • HF funding expired, and a life-of-type extension was required without a way ahead
  • Following approval of a second life-of-type extension, DTD was engaged

The Requirement

  • Analyse existing and emerging capability definition document to identify gaps and integrate project stakeholders to develop a concise and cogent Gate 1 Business Case.
  • Capture the reasoning for resources (money and effort) to support the benefit

The Challenge

  • Definition of system boundaries and future stakeholder responsibilities
  • Technical limitations of data that require individual and organisational change
  • Creative solution for a complex integration problem requiring transition
  • Ensuring governance meets changing regulatory and Defence obligations
  • Sustainable resource attribution especially during the change program

Benefits realised (for client organisation and individuals)

  • Identification of HF business benefits, by time horizon, to enable integration.
  • Identification of stakeholders by position over the project life for their contribution to, or benefit derived from the project.
  • Identification of risks associated with comparative technologies (e.g. satellites) to shape the HF project scope to improve business resilience and continuity
  • Bringing forward of the Gate 1 Business Case by five months
  • Establish a ‘proof of concept’ to facilitate key issues resolution through KPIs.
  • Draft the project change control strategy including threshold, triggers, SMARTs and process

Methodology (why DTD)

  • Conduct an alignment check through a stakeholder and information mapping exercise
  • Development of a causal drivers for a cohesive framework that enables change
  • Produce an integrated risk, quality and benefits matrix that includes stakeholder traceability to proposed capability options
  • Establish metrics for project risk culture, appetite, target, and tolerance, with a determination of resources required to manage that process
  • Mentoring and coaching of key stakeholders to align intellectual and emotional understanding to make effective decisions

Key People

  • Doug Mitchell

Get in Touch!

Contact Number

(02) 6156 0458



PO Box 6826, Charnwood ACT 2615