Technology Management Craig Robertson Future Business Group MoD Abbey Wood, Larch 2209 Tel : 0117 91 37835

1.  Technology Management Craig Robertson Future Business Group MoD Abbey Wood, Larch #2209 Tel : 0117 91 37835

2. Defence Equipment & Support Top level organisation following merge with DLO from 1 Apr 07 Chief Operating Office � Through Life IPTs Chief of Corporate Service � TES, HR and Commercial Support Groups Three Chief of Materials aligned with the Armed Forces � Delivery of military effectivenessTop level organisation following merge with DLO from 1 Apr 07 Chief Operating Office � Through Life IPTs Chief of Corporate Service � TES, HR and Commercial Support Groups Three Chief of Materials aligned with the Armed Forces � Delivery of military effectiveness

3. Future Business Group Structure Capability Manager Areas Business Management not shown John Wood Marine Eng Dvpt Prog - ESTD and wider marine engineering dvpt. C Hubbard - Programme Formation P Rayfield - Programme Delivery (Tech in Supplier base - Output 6. Applied research prog.)Capability Manager Areas Business Management not shown John Wood Marine Eng Dvpt Prog - ESTD and wider marine engineering dvpt. C Hubbard - Programme Formation P Rayfield - Programme Delivery (Tech in Supplier base - Output 6. Applied research prog.)

4. Why focus on Technology Management? �Analysis of major projects shows that the most significant weakness is high technical risk at Main Gate� (McKinsey 2001) MPR 2006 noted that Technical Factors �remain the single most significant cause of delays in the last year.�

5. Why focus on Technology Management? Cont�

6. Future Business Group have responsibility for the Technology Management and System Maturity aspects on the Assurance Dashboard Producing detailed guidance for AMS Providing independent assurance of projects Responsible for - Technology Management T/L - requires appropriate use of technology management techniques (TRLs/TRMs) and appropriate linkage to the project Risk Management Process Lead for - System Maturity T/L - requires the appropriate assessment against the SRLs guidance on the AMS More of this in the following slides Future Business Group have responsibility for the Technology Management and System Maturity aspects on the Assurance Dashboard Producing detailed guidance for AMS Providing independent assurance of projects Responsible for - Technology Management T/L - requires appropriate use of technology management techniques (TRLs/TRMs) and appropriate linkage to the project Risk Management Process Lead for - System Maturity T/L - requires the appropriate assessment against the SRLs guidance on the AMS More of this in the following slides

7. FBG Technology Management Role Policy ? Technology Management Strategy Endorsed by DPA & DLO Boards Integration of 5 Principles of Technology Management into MOD Technology Strategy and Acquisition Operating Framework Technology Assistance Technology and System Maturity lead Direct support to DE&S Board, Clusters & IPTs To raise Technology Management Standards TM Functional competences Technology Management Training & Guidance D@Learning courses Awareness sessions, Practitioner Workshops Assistance to IPTs

8. Technology Management Policy Defence Industrial Strategy Defence Technology Strategy DE&S Technology Management Strategy Assurance to senior management that technology is being managed effectively IPTs to provide evidence that technology and system maturity are being effectively managed against Performance, Time and Cost targets. IAB � Smart Approvals Guidance (AMS v9.1 June 05) Initial Gate and Main Gate business cases for all projects relying on technology shall contain an assessment of technology risk.

9. The 5 Principles The First Principle � Understanding Technology Opportunities in Projects. What and Why? We will work to understand technology opportunities for our equipment project options so we enable realistic choices, through life. Desired Outcome - Optimised use of technology opportunities to meet project objectives.~ The Second Principle � Managing Technology Risks in Projects What and Why? We will identify and manage technology risks as they apply to specific project options. This is essential because by their very nature enabling technologies have inherent risk, especially where they have not previously been employed in the desired application i.e. immature in the intended equipment. Desired Outcome � Projects are not put at risk due to technology.~ The Third Principle � Jointly Planning Technology Resources and Outcomes What and Why? We will jointly plan with other TLBs to optimise defence research and development resources, through life. Desired Outcome � An embedded through life culture of technology planning. The Fourth Principle - Equipping our Staff for the Job. What and Why? We will ensure staff are skilled, trained and experienced in project management, especially in schedule, risk mitigation and estimating techniques and that they have practical and successful experience of applying and developing these to the particular needs of their projects. This MUST include application of road mapping, tailored Technology Readiness Levels (TRLs), System Readiness Levels (SRLs), use of Technology Demonstration Programmes and relevant research outcomes as applicable to project planning assumptions. Desired Outcome � Skilled, trained and competent staff with the right behaviour able to manage technology dependant projects, supported by internal and external experts. The Fifth Principle - Industry and Teams - Working Together. What and Why? We will ensure early and effective engagement with Industry, offering visibility and dialogue on our technology plans and options, and seeking visibility and dialogue on their plans in return. Desired Outcome � Shared our mutual understanding of technology related goals with Industry for the equitable benefit of both sides.The First Principle � Understanding Technology Opportunities in Projects. What and Why? We will work to understand technology opportunities for our equipment project options so we enable realistic choices, through life. Desired Outcome - Optimised use of technology opportunities to meet project objectives.~ The Second Principle � Managing Technology Risks in Projects What and Why? We will identify and manage technology risks as they apply to specific project options. This is essential because by their very nature enabling technologies have inherent risk, especially where they have not previously been employed in the desired application i.e. immature in the intended equipment. Desired Outcome � Projects are not put at risk due to technology.~ The Third Principle � Jointly Planning Technology Resources and Outcomes What and Why? We will jointly plan with other TLBs to optimise defence research and development resources, through life. Desired Outcome � An embedded through life culture of technology planning. The Fourth Principle - Equipping our Staff for the Job. What and Why? We will ensure staff are skilled, trained and experienced in project management, especially in schedule, risk mitigation and estimating techniques and that they have practical and successful experience of applying and developing these to the particular needs of their projects. This MUST include application of road mapping, tailored Technology Readiness Levels (TRLs), System Readiness Levels (SRLs), use of Technology Demonstration Programmes and relevant research outcomes as applicable to project planning assumptions. Desired Outcome � Skilled, trained and competent staff with the right behaviour able to manage technology dependant projects, supported by internal and external experts. The Fifth Principle - Industry and Teams - Working Together. What and Why? We will ensure early and effective engagement with Industry, offering visibility and dialogue on our technology plans and options, and seeking visibility and dialogue on their plans in return. Desired Outcome � Shared our mutual understanding of technology related goals with Industry for the equitable benefit of both sides.

11. Technology Management Tools Technology Readiness Levels (TRLs) to assess and agree technology maturity at sub-system level. Technology Roadmapping to plan and communicate maturity. System Readiness Levels (SRLs) to assess and agree system maturity - wider than technology and takes a systems engineering approach to the health of the project. Technology Demonstrator Programmes (TDPs) and Concept Capability Demonstrators (CCDs) to generate hard evidence of maturity. Other Studies and Research to develop technology options to a manageable stage of maturity in preparation for exploitation.

12. Technology Readiness Levels Tool to measure and communicate technology maturity Used to assess and manage risk of achieving technology maturity TRL definitions must be tailored to each project to enable unambiguous measure of achievement Consider component/system level as appropriate Applied bottom-up Considers integration of sub-systems within project boundary IPT must state how successful achievement of each TRL will be measured i.e. linking the TRLs to activities in the ITEAP Assess technology maturity. Plan how to mature technology. Technology management traffic light. Assess technology maturity. Plan how to mature technology. Technology management traffic light.

13. Technology Readiness Levels Scale Describe left-hand side of scale. Aim for level 4 at initial gate and 7 at main gate Describe left-hand side of scale. Aim for level 4 at initial gate and 7 at main gate

15. Speaker notes: Here you can see the work breakdown structure for the missile as described in the previous slide. It is broken down into components on the bottom level, then sub system on the second level and final the missile system itself at the top. This allows you to do a bottom up assesment of TRLs Bottom-up assessment. Colour coding � RAG indicates risk of achieving maturity by ISD. Optional equipment may not affect maturity of higher level system.Speaker notes: Here you can see the work breakdown structure for the missile as described in the previous slide. It is broken down into components on the bottom level, then sub system on the second level and final the missile system itself at the top. This allows you to do a bottom up assesment of TRLs Bottom-up assessment. Colour coding � RAG indicates risk of achieving maturity by ISD. Optional equipment may not affect maturity of higher level system.

16. Mention: The missile system at the top� Using a bottom up approach to make a TRL assessment you begin with the components themselves, so if we take the front section with the Nose Cap and the Battery, we can see the Battery is at TRL 9 and the Nose Cap is 7, while the Battery is a 9, as its been used in a similar system before, and the Nose Cap a 7, they have not been used together before and therefore the INTEGRATION risk is still high and therfore brings down the overall TRL to 6. This can be seen again in the guidance and control section and again in the payload section where an option has also been described. The colour codes can be used like any other traffic light system, describing progressMention: The missile system at the top� Using a bottom up approach to make a TRL assessment you begin with the components themselves, so if we take the front section with the Nose Cap and the Battery, we can see the Battery is at TRL 9 and the Nose Cap is 7, while the Battery is a 9, as its been used in a similar system before, and the Nose Cap a 7, they have not been used together before and therefore the INTEGRATION risk is still high and therfore brings down the overall TRL to 6. This can be seen again in the guidance and control section and again in the payload section where an option has also been described. The colour codes can be used like any other traffic light system, describing progress

17. System Readiness Levels A tool to assess System Maturity Track progress against Systems Engineering V-diagram Aim to take a consolidated view of essential steps needed to mature a System i.e. address systems engineering drivers, plus other systems disciplines, such as Training, HFI, R&M, S/W, Information systems. Considers external system interfaces Can be expanded to address all DLODs. Used for assessment of System Maturity traffic lightUsed for assessment of System Maturity traffic light

18. System Readiness Levels

19. SRL Matrix Structure

20. SRL Matrix : Example Signature

21. Technology Roadmaps Graphical communication and planning tool Links capability need to equipment projects, research activities and technology dependencies Shows technology exploitation routes and technology maturation planning to ISD and beyond Helps effective decision making and risk management by exposing gaps and risks

22. Technology Roadmap Know when Timeframe: Now, Plans, Strategy, Future, Visionary Know why Purpose: Capability gap, Capability shortfall, KURs Know what Delivery items: Platforms & Equipments Know how Resources: technology developments, research items, mitigations Generic AMS definition - Roadmapping is a strategic planning process which helps to align and communicate the business need (Know Why), with the delivery programmes (Know What) and the underpinning resources (Know How). DPA/DLO view Tech exploit/insertion � make sure that research feeds into projects/equipment, TI through update & upkeep activities � ie managing obsolescence Risk � one activity doesn�t finish before it�s output is required by another, or funding issues. Having identified risks, show the fallback development path.Generic AMS definition - Roadmapping is a strategic planning process which helps to align and communicate the business need (Know Why), with the delivery programmes (Know What) and the underpinning resources (Know How). DPA/DLO view Tech exploit/insertion � make sure that research feeds into projects/equipment, TI through update & upkeep activities � ie managing obsolescence Risk � one activity doesn�t finish before it�s output is required by another, or funding issues. Having identified risks, show the fallback development path.

24. Generic �best practice� example � shows maturation of technologies into equipment to meet capability although not clear what capabilities being met (no KURs). Also shows key risks Key features: Timeline should be to beyond OSD of capability procuring for disposal activities Capability � could be better broken down as elements of capability � such as KURs/attributes (range, precision�) Equipment - DP, IG, MG, ISD, FOC, OSD milestones Research � Links to show relationships TRLs, maturation, exploitation, through-life nature funding, Key so understand what seeing Visio example � Note traffic lights to show what capability provided use of colour � OP6 funded research programme up front KURs linkages (colour red dev to kit, green kit to capability) old kit/new kit, unfunded option at bottom Generic �best practice� example � shows maturation of technologies into equipment to meet capability although not clear what capabilities being met (no KURs). Also shows key risks Key features: Timeline should be to beyond OSD of capability procuring for disposal activities Capability � could be better broken down as elements of capability � such as KURs/attributes (range, precision�) Equipment - DP, IG, MG, ISD, FOC, OSD milestones Research � Links to show relationships TRLs, maturation, exploitation, through-life nature funding, Key so understand what seeing Visio example � Note traffic lights to show what capability provided use of colour � OP6 funded research programme up front KURs linkages (colour red dev to kit, green kit to capability) old kit/new kit, unfunded option at bottom

25. Basic Technology Roadmapping Prompts

26. Future Business Group have responsibility for the Technology Management and System Maturity aspects on the Assurance Dashboard Producing detailed guidance for AMS Providing independent assurance of projects Responsible for - Technology Management T/L - requires appropriate use of technology management techniques (TRLs/TRMs) and appropriate linkage to the project Risk Management Process Lead for - System Maturity T/L - requires the appropriate assessment against the SRLs guidance on the AMS More of this in the following slides Future Business Group have responsibility for the Technology Management and System Maturity aspects on the Assurance Dashboard Producing detailed guidance for AMS Providing independent assurance of projects Responsible for - Technology Management T/L - requires appropriate use of technology management techniques (TRLs/TRMs) and appropriate linkage to the project Risk Management Process Lead for - System Maturity T/L - requires the appropriate assessment against the SRLs guidance on the AMS More of this in the following slides

27. Training and Advice FBG developed training to support Technology Management competences: Overview, summary of TM tools (Awareness) � Day workshop, worked examples Experience towards Practitioner/Expert

28. High Quality Final Slide @ TRL 2