Through Life Capability Management. Presentation to RUSI 31 st January 2008. Contents. Context Background Achievements A Front Line perspective The DE&S Perspective
EAC Report (Jun 06)
Launch DE&S (Apr 07)
5 Ministerial Objectives
Exploitation & Step Change
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
Planning and Through Life Capability Management
Appropriate Acquisition Approaches
DE&S PACE Programme
People Skills & Behaviours
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.
Capability Change Programme
Capability Management Groups
Capability Management Strategy
Capability Management Groups
Capability Management Plan
TLMPWhat is the current state?
TLCM Case StudiesMaking a difference – what we have achieved- Better Decisions - Better Prioritisation and Coherent Planning - Innovative ThinkingBy Brig Jon Brittain
Better Decisions - Joint Training & Common Simulation Infrastructure
The CPG is already enabling:
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 plansBetter prioritisation and more coherent options
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
DACP People Skills and Behaviour LI Workshop:
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
Advice and Formal Costings
Capability Management Strategy
Cross DLoD Delivery Status
CMG, CPG Leaders and SROs
JCB, CMG & CPG CI Requests
Individual DLoD delivery data
Advice, Risks and Opportunities
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
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
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:
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 IndustryWhat are the major challenges this year: