defence acquisition change programme through life capability management presentation to rusi 31 st...

Defence Acquisition Change Programme Defence Acquisition Change Programme

Through Life Capability Management

Presentation to RUSI

31st January 2008


Contents

Context Background Achievements A Front Line perspective The DE&S Perspective An Industry Perspective Summary and Challenges


TLCM Overview

Better Solutions for Defence

By Brig Jon Brittain


Background – evolution of DACPDec 05

Stage 1

Stage 3

Stage 4

Jan 06

DIS V1.0

Dec 06 Jan 07 Dec 07 Jan 08 Dec 08 Mar 09

DIS V2.0

Stage 2

DiagnosticDiagnostic

EAC Report (Jun 06)

Design & Launch

Design & Launch

Launch DE&S (Apr 07)

Implementation & Embedding

Implementation & Embedding

Exploitation & Step ChangeExploitation & Step Change

5 Ministerial Objectives

DIS Industrial TransformationIndustrial Transformation

SustainmentSustainment

Jun 06 Jun 07 Jun 08


Specific objectives for 2009

Equipment & support plan that is more stable, affordable & realistic

whilst allowing greater agility

Significantly (50%) shorter acquisition cycle time –reducing

time from “decision to effect”

Reduced cost of doing business – for both MoD and Industry

More effective delivery

• Better costing & forecasting; more focus on in-service support costs• Less disruption and delay to programme• More responsiveness to operational needs & changing requirements• More systematic application of TLCM• Willingness to take difficult decisions

• Applying lessons from UORs• Appropriate, more incremental approaches to acquisition• Greater emphasis on open system architecture, technology insertion• Process streamlining; applying AOF disciplines

• Stronger focus on the value of time• Reduced cycle time• Reduction in MOD and industry overheads

• Further transformation of DE&S• Greater empowerment and accountability• Better use of staff; higher skills levels• Changing culture and behaviours – ‘Team Defence’• Partnering best practice; more effective commercial arrangements

Industrial transformation

• Industrial capacity that meets current and futures needs of Defence• DIS sector transformational milestones• Greater Defence Industry efficiency

Objective Requiring/allowing/driving


Shape of DACP ProgrammeDACP

Programme Board

DE&S PACE Programme

Appropriate Acquisition Approaches

Planning and Through Life

Capability Management

Objective: • Stable programme • Shorter cycle times

• Effective delivery

• Reduced cost

• Industrial transformation

People Skills & Behaviours

Knowledge Management

PMO

Commercial Transformation


Background/Overview

Through Life Capability Management is an approach to the acquisition and in-service management of military capability in which every aspect of new and existing military capability is planned and managed coherently across all Defence Lines of Development from cradle to grave.

TLCM is an approach – with developed processes and behaviours – to translate the requirements of Defence Policy into an approved programme that delivers the required capabilities, through life, across all the Defence Lines of Development

The objective is a stable, affordable, realistic and agile programme.


What have we done so far?

Phase 1 completed end Jul 07 - significant re-design of initial TLCM processes and rollout of TLCM stages 1-4. Focused on delivery of TLCM within the PR08 timeframe.

Phase 2 completed end Nov 07 - focused on completion of TLCM design work, embedding TLCM processes within the ECC and facilitating the transition of activity to the Directorate of Capability Improvement (DCI).

Phase 3 (Dec 07 to Apr 08) will ensure the successful establishment of the DCI and to align TLCM processes across the Unified Customer, with ever-increasing integration of the TLCM workstream with other DACP workstreams. It will develop the policy and guidance for TLCM Stage 6 Capability Change Delivery using a Programme approach.


CMP

1. Capability Definition

2. Capability Goals

3. Baseline Review & Audit

6. Capability Delivery

5. Capability Investigation

4. Shortfall & Opportunity

Analysis

Policy Threat

Finance

CMP

1. Capability Definition

2. Capability Goals

3. Baseline Review & Audit

6. Capability Delivery

5. Capability Investigation

4. Shortfall & Opportunity

Analysis

Policy Threat

Finance

Programme Board•Requirements WG•Business Cases WG•OA WG•Technology WG•Acceptance WG

DELIVERY

Options taken by PPSG/DMBand moneyprogrammed


Groups


Groups

Capability Management Strategy

Capability Management Plan

Joint CapabilitiesBoard

Capability Change Programme

DirectsInforms

CPGsCPGs

CPGsCPGs

CPGsCPGs

Capability Investigations

PLANNING

DirectsInforms

DirectsInforms

TLMPTLMP

TLMPTLMPs

What is the current state?


TLCM Case Studies

Making a difference – what we have achievedMaking a difference – what we have achieved

- Better Decisions- Better Decisions - Better Prioritisation and Coherent Planning - Better Prioritisation and Coherent Planning - Innovative Thinking - Innovative Thinking

By Brig Jon Brittain


Better Decisions - Joint Training & Common Simulation Infrastructure

Joint Training Systems

Joint Tactical Training Integration

Common Simulation Infrastructure & Services

The DIS focused on the need for a defence-wide approach to training and simulation

The JT&CSI CPG ensures that this strategy is at the heart of MoD decision making

The CPG Vision

To develop a cost-effective, coherent, rapidly configurable Training Systems Capability in order to reduce risk to operations and projects and hence to enable overall force generation.

CPG Thrusts

Live-Virtual-Constructive Simulation Interoperability

Networked Simulation

Provision of Common Simulation Infrastructure & Services

Commercial-off-the-Shelf Technology Exploitation

The CPG is already enabling:

Unified Customer prioritization of the UK training system network roll out based on Current Ops needs

A change to MoD’s approach to improving simulation interoperability and the need to share common components such as Current Ops terrain databases

A greatly improved approach across the Unified Customer on leveraging existing simulation capabilities to meet our current training needs


Better prioritisation and more coherent options

Early understanding of all available options as a clear example of the emerging benefits of TLCM work practices

In generating the Land Helicopter options, (run by DEC ALM through the Air Manoeuvre (AM) CPG and Intra-Theatre Mobility (ITM) CMG), Central Staff (especially Army RP) publicised early their savings options which impacted on the area.

Pre-TLCM, the DEC options and Central Staff options were run separately as short-term and equipment options and were only publicised at the point of formal costings. This has commonly led to a divergence of views and extended timescales.

This year, the agreed options put forward were more coherent and robust at an earlier stage with buy-in from the FLCs and relevant IPTs. As a result, better decisions are being made more quickly.

Innovation in providing clarity and prioritisation during decision-making: DEC ISTAR

DEC ISTAR, through their CMG stakeholders, gained early agreement on priorities. Having agreed the priorities during Stage 1 there was a robustness to the agreed logic when doing Stage 2 priorities, which will go on to maintain strong stakeholder support during the Decision Conference process. The articulation of this logic has been a big benefit to DEC ISTAR throughout PR08 and has avoided unnecessary distractions.

At the same time, the Direct Process and Disseminate CPG has generated a visual expression of how their programmes aggregate to deliver tangible capabilities over time and are rooted against their capability goals. For a CPG that deals in such a complex capability area (Direct, Process and Disseminate) this is a powerful tool for coordinating CPG activity and giving a clear picture of the benefits of their plans


Innovative thinking with better contribution to decision making from across the MoD Unified Customer

Re-profiling of the Maritime Refit Money (LTRP): DEC AWE

Previously, numerous DsEC had responsibility for various aspects of the long term refit programmes (LTRP) for different maritime platforms. This resulted in fragmented decision making that adversely affected the delivery of capability.

The new TLCM decision-making structures have helped bring coherence to the LTRP by corralling the funds into a single place, gaining agreement from stakeholders through the CMG.

Joined-up working at FLC as a consequence of TLCM (collaborative behaviour trickling down)

The Intra-theatre mobility (ITM) CMG works with all three front line services (Air, Fleet, Land). Joint Helicopter Command has gained agreement to facilitate the FLCs in a Front Line Joint Committee to agree a coherent User view on Joint Helicopter requirements.

This Joint Committee decides on the joint position to be represented at CPG/CMGs and on who should attend the meetings.

As a result, the FLC view is more coherent and influential at CPG/CMGs and there is a more effective engagement at CMG and CPG level.


Making a difference – what we have achievedMaking a difference – what we have achieved

Better DecisionsBetter Decisions

Better Prioritisation and Coherent PlanningBetter Prioritisation and Coherent Planning

Innovative ThinkingInnovative Thinking


A Front Line Command Perspective of TLCM

What are the Lessons from the Introduction of TLCM?

By Gp Capt Andy Linstead


Scope

The RAF User Concept

Lessons Identified

Developments


The RAF User Concept

RAF rather than FLC

The ‘Single Air Staff’

Capability development function

Clear opportunity

User recognition

Mechanism for ‘legitimate’ influence

Clear structure for interaction



C3GC3G

Combat Air

CIG

Combat Air

CIG

RapidMob

CIG

RapidMob

CIG

ISTAR

CIG

ISTAR

CIG

C4i

CIG

C4i

CIG

OF 5

ACDGACDG

1*

RAF

SCG

RAF

SCGAFBSCAFBSCRAF User

Structures

Capability

Management

Plan

Capability

Management

Strategy

Capability

Change

Programme

CPGAWG CMGExJC

BDMBTLCM Structures


Lessons Identified

DACP People Skills and Behaviour LI Workshop:

Objectives:

Identify lessons from RAF User engagement with TLCM to date

To improve understanding of the RAF User’s role in TLCM and agree what ‘good’ TLCM behaviour looks like for the RAF User

To identify barriers and enablers for the RAF User achieving ‘good’ TLCM


Lessons Learned

Positives: Enthusiasm

Engagement

Cross DLOD

Platform to Capability

Prioritise and trade - manage risk

Negatives: Understanding TLCM

Strategic direction

Battle Rhythm

The ‘right’ people

Information


TLCM Ways of WorkingWhat does ‘good’ look like?

Understand and Embed the RAF User role:

Understand the decision making process and flow of information

Understand the boundaries of the RAF User role

Identify, educate and empower key personnel involved in TLCM

Develop and Maintain relationships:

Understand who the stakeholders are (internal and external)

Understand the needs of stakeholders

Build and sustain trust through transparency, feedback, confidence


TLCM Ways of WorkingWhat does ‘good’ look like?

Influence Decision Making:

Identify the ‘right’ User Representatives

Understand, agree and clearly communicate priorities (by capability)

Properly inform / brief User Representatives

Articulate views in ‘defence’ capability terms

Test and rehearse options to be discussed at CPGs

Influence what is included on CPG agendas

Develop a Single Informed RAF User view:

Communicate between all areas within Air Command to full integrate all DLODs

Obtain top down strategic guidance

Ensure continuity in CPG / CMG RAF User Representatives

Lobby the Centre to publish a timetable of meetings and share CPG agendas earlier

Align views with Air RP prior to CPGs


Barriers and Enablers

What will stop us achieving ‘good’ TLCM:

Organisation

Roles

Strategic Direction

Battle Rhythm

Knowledge and Skills

Communication

What will help us to achieve ‘good’ TLCM:

Unified capability development function

Clearly defined roles

Coherent top down strategic guidance

Timeline aligned to other stakeholders, allowing better preparation for CPGs

Access to information and training

Communication - honest and open communication, providing transparency to others


Developments

Structure

Centralised or dispersed?

Emphasise role of CIG

Better align CIG to DEC Business

Process

Cut out C3G, encourage ACDG to exercise coherence role

Training

Information


Through Life Capability Management? (Post Review)

Capability

Management

Plan

Capability

Management

Strategy

Capability

Change

Programme

RAF User

Structures

CPGAWGTLCM Structures

ACDG ACDG RAF

SCG

RAF

SCGAFBSCAFBSC

CMGExJC

BDMB

RMRM

FPFP

ISTARISTAR

CCIICCII

DAESDAES

CACA


Enduring Challenges?

Distributed function

Single Air Staff

Within Air Command

Coherence

Avoiding stovepipes

Defence wide Capabilities?

Reactivity vs proactivity

Informed customer?

TLCM process refinement

AWG


A DE&S Perspective of TLCM

TLCM Action Group (TAG) and Challenges Ahead

By Andrew Dixon


The DE&S Perspective (1)

TLCM Action Group (TAG) – part of DE&S PACE initiative Definitions and Assumptions Support to the TLCM Planning Process Capability Management, Programme Boards and

TLMPs Control of the output Baseline Industry engagement in TLCM DE&S Structure for TLCM Action Plan

TLMP

IntegratedDelivery

CapabilityManagement

Plan


Strategy

Suppo

rt to

Capab

ility

Plann

ing

Controlthe

OutputBaseline

Perfo

rman

ce m

anag

emen

t

And Im

prov

emen

t Output Delivery

Support to

Programm

e Boards

Advice

and

Formal

Costings

JCB, CMG & CPG CI

Requests

Cro

ss

DLo

D

Del

iver

y St

atus

Direction Equipment

SupportServices

Ad vice,

Ris ks an d

Op portu nities

Contracts

Individual

DLoD

delivery

data

Assurance

CMP/PB Demands

Effic

ienc

y

Targ

ets


The DE&S Perspective (2)

Where TLCM has helped An agenda for “top down” thinking

More consideration of project & programme interdependencies financially, in time, in their capability contribution (performance)

Programme Management is required to enable Capability Management Industrial insight into capability problems has offered up solutions which might not

have been identified

More to do Embed early processes to fully benefit from the coherence and resultant synergy


What Good TLCM Looks Like

TLCM Policy

A top-down approach to the delivery of Military Capability, based on Defence Policy, tempered by tolerable risk

A rigorous proactive decision making process, taking a whole system pan Lines of Development approach, which uses robust trading techniques to optimise and balance demand and supply.

Taking a Long Term View, building on extant capability, thus identifying opportunities and change drivers and understanding the impacts of today's decisions on the future.

Continuous improvement in joint MoD and Industry performance in the delivery and availability of enduring Military Capability through improved relationships and behaviours and resilient, stable and coherent plans.

Appropriate industry engagement at all stages of the process, to inform the high level trade and participate actively in the other levels. Joint teams, joint approach, joint information.

An approach that is capable of responding to changes and the changing environment.

The DE&S Twist

Look for traceability of requirements and understand the capability risks associated with the decisions taken.

Open and honest communication covering the art of the possible and realism of delivery plans; including costs. Plans that reflect the linkages across the DLoDs required to deliver capability.

A long term view that plans for sustained delivery, including cross project relationships that enable transitions, technology maturation and derisking.

An understanding of, and new relationships with, industry to enable effective through life delivery of equipment and support.

Industry engagement the enables effective input into capability planning, while retaining the opportunities for engaging industry in appropriately in delivery.

Retaining flexibility and agility within plans to accommodate changes; better risk management


An Industry Perspective

Industry’s role in TLCM

By Ron Finlayson


An Industry Perspective (1)

What does industry do to help deliver Military Capability? we deliver systems and equipment we deliver services we provide skills

Why is industry interested in TLCM? because better through life planning and more stable programmes mean

companies can make better investment decisions

Where has industry input added value in MOD capability planning and management?

S2C2 and SAVC Pathfinders

partnering arrangements eg Helicopters, Team CW, Ranges LTPA

assistance to MOD on capability trading



What is industry doing?

TLCM STRATEGY GROUP

Lt Gen Andrew Figgures

Alison Wood, BAES

CAPABILITY PLANNING & DEVELOPMENT GROUP

RAdm Paul Lambert

Ron Finlayson, QinetiQ

CAPABILITY DELIVERY GROUP

RAdm Ian Tibbitt

Martin Palmer, Babcock



Who is involved:BAE Systems

Thales

Agusta Westland

VT

Lockheed Martin

General Dynamics

Rolls Royce

Fujitsu

Babcock

QinetiQ

EADS

Selex

Steria

Vega

Serco

DMA

Intellect


Final Words

Summary and Challenges Ahead

by Brigadier Jon Brittain


Where has TLCM made a difference so far?

Consistency and continuous improvement in the core business of the ECC

Coherence across the MOD Unified Customer Prioritisation

Effort channelled in the right direction

Reducing duplication

More effective decision-making

Improved behaviours Knowledge sharing

Performance metrics

Training

Learning from experience


What are the major challenges this year: Recognition of TLCM throughout the Department

Use and continued development of TLCM in all aspects of capability planning and delivery

Governance of TLCM

Successful design and implementation of programme approach to Capability Delivery

Integration and alignment with ongoing DACP workstreams – in particular A3, PSB and Knowledge Management

Acceptance that the TLCM design will need to continue to evolve and respond to the changing needs of the Acquisition business

Continue to embed the new behaviours and culture across the MOD Unified Customer and within Industry



Presentation to RUSI

31st January 2008

defence acquisition change programme through life capability management presentation to rusi 31 st...

Documents

approved programme

agile programme

behaviours team defence

defence lines of development

requirements of defence

acquisition greater

shorter acquisition

exploitation step change