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Through Life Capability Management

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

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  1. Through Life Capability Management Presentation to RUSI 31st January 2008

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

  3. TLCM OverviewBetter Solutions for DefenceBy Brig Jon Brittain

  4. 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

  5. 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

  6. 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

  7. 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.

  8. 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.

  9. 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?

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

  11. 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

  12. 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

  13. 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

  14. Making a difference – what we have achieved • Better Decisions • Better Prioritisation and Coherent Planning • Innovative Thinking

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

  16. Scope • The RAF User Concept • Lessons Identified • Developments

  17. 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

  18. 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

  19. 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

  20. 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

  21. 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

  22. 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

  23. 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

  24. 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

  25. 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

  26. 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

  27. A DE&S Perspective of TLCMTLCM Action Group (TAG) and Challenges Ahead By Andrew Dixon

  28. 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

  29. 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

  30. 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

  31. An Industry PerspectiveIndustry’s role in TLCM By Ron Finlayson

  32. 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

  33. 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

  34. 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

  35. Final WordsSummary and Challenges Ahead by Brigadier Jon Brittain

  36. 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

  37. 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:

  38. Through Life Capability Management Presentation to RUSI 31st January 2008

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