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Through Life Capability Management. Presentation to RUSI 31 st January 2008. Contents. Context Background Achievements A Front Line perspective The DE&S Perspective

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through life capability management

Through Life Capability Management

Presentation to RUSI

31st January 2008

contents
Contents
  • Context
  • Background
  • Achievements
  • A Front Line perspective
  • The DE&S Perspective
  • An Industry Perspective
  • Summary and Challenges
background evolution of dacp
Background – evolution of DACP

Dec 05

Jan 06

Jun 06

Dec 06

Jan 07

Jun 07

Dec 07

Jan 08

Jun 08

Dec 08

Mar 09

EAC Report (Jun 06)

DIS V1.0

DIS V2.0

Stage 1

Diagnostic

Design &

Launch

Stage 2

Launch DE&S (Apr 07)

Implementation &

Embedding

Sustainment

Stage 3

5 Ministerial Objectives

Exploitation & Step Change

Stage 4

Industrial Transformation

DIS

specific objectives for 2009
Specific objectives for 2009

Objective

Requiring/allowing/driving

Equipment & support plan that is more stable, affordable & realistic whilst allowing greater agility

  • 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

Significantly (50%) shorter acquisition cycle time –reducing time from “decision to effect”

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

Reduced cost of doing business – for both MoD and Industry

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

More effective delivery

  • 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
shape of dacp programme
Shape of DACP Programme

DACP

Programme Board

PMO

Planning and Through Life Capability Management

Appropriate Acquisition Approaches

DE&S PACE Programme

Commercial Transformation

Objective:

  • Stable programme
  • Effective delivery
  • Reduced cost
  • Shorter cycle times
  • Industrial transformation

People Skills & Behaviours

Knowledge Management

background overview
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
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.
what is the current state

PLANNING

Options taken

by PPSG/DMB

and money

programmed

DELIVERY

Capability Change Programme

Joint Capabilities

Board

Informs

Informs

Informs

Directs

Directs

Directs

Capability Management Groups

Capability Management Strategy

Capability Management Groups

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

CPGs

CPGs

CPGs

CPGs

CPGs

Capability Management Plan

CPGs

Capability Investigations

TLMPs

TLMP

TLMP

TLMP

What is the current state?
slide10

TLCM Case StudiesMaking a difference – what we have achieved- Better Decisions - Better Prioritisation and Coherent Planning - Innovative ThinkingBy Brig Jon Brittain

slide11

Better Decisions - Joint Training & Common Simulation Infrastructure

  • 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 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

Better prioritisation and more coherent options
slide13
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.

Innovative thinking with better contribution to decision making from across the MoD Unified Customer
making a difference what we have achieved
Making a difference – what we have achieved
  • Better Decisions
  • Better Prioritisation and Coherent Planning
  • Innovative Thinking
slide15

A Front Line Command Perspective of TLCMWhat are the Lessons from the Introduction of TLCM?By Gp Capt Andy Linstead

scope
Scope
  • The RAF User Concept
  • Lessons Identified
  • Developments
the raf user concept
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
through life capability management1

C3G

ACDG

Combat Air

CIG

RAF

SCG

AFBSC

RAF User

Structures

RapidMob

CIG

ISTAR

CIG

C4i

CIG

1*

OF 5

AWG

CPG

DMB

CMG

ExJCB

TLCM Structures

Capability

Management

Plan

Capability

Management

Strategy

Capability

Change

Programme

Through Life Capability Management
lessons identified
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
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 working what does good look like
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 working what does good look like1
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
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
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

CA

RM

FP

ISTAR

CCII

DAES

Through Life Capability Management? (Post Review)

ACDG

RAF

SCG

AFBSC

RAF User

Structures

AWG

CPG

DMB

CMG

ExJCB

TLCM Structures

Capability

Management

Plan

Capability

Management

Strategy

Capability

Change

Programme

enduring challenges
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
the de s perspective 1
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

Advice and Formal Costings

Capability Management Strategy

Integrated

Delivery

Cross DLoD Delivery Status

CMG, CPG Leaders and SROs

JCB, CMG & CPG CI Requests

Individual DLoD delivery data

Support to

Capability Planning

Support to

Programme Boards

Other LoDs

CMP/PB Demands

Control

the

Output

Baseline

Capability

Management

Plan

TLMP

Contracts

Industry

Performance management

And Improvement

Assurance

Output Delivery

Direction

Efficiency Targets

Equipment

Support

Services

Advice, Risks and Opportunities

Corporate

Industry

the de s perspective 2
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
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 1
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

an industry perspective 2
An Industry Perspective (2)

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

an industry perspective 3
An Industry Perspective (3)

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

where has tlcm made a difference so far
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

What are the major challenges this year:
through life capability management2

Through Life Capability Management

Presentation to RUSI

31st January 2008

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