Through Life Capability Management

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Through Life Capability Management

• Presentation to RUSI
• 31st January 2008

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Contents

• Context
• Background
• Achievements
• A Front Line perspective
• The DES Perspective
• An Industry Perspective
• Summary and Challenges

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TLCM OverviewBetter Solutions for DefenceBy
Brig Jon Brittain
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Background evolution of DACP
Dec 05
Jan 06
Dec 06
Jan 07
Dec 07
Jan 08
Dec 08
Mar 09
Jun 06
Jun 07
Jun 08
EAC Report (Jun 06)
DIS V1.0
DIS V2.0
Stage 1
Diagnostic
Design Launch
Stage 2
Launch DES (Apr 07)
Implementation Embedding
Sustainment
Stage 3
5 Ministerial Objectives
Exploitation Step Change
Stage 4
Industrial Transformation
DIS
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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 DES
• 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

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Shape of DACP Programme
DACP Programme Board
PMO
DES PACE Programme
Appropriate Acquisition Approaches
Planning and Through Life Capability Management
Commercial Transformation
Objective

• Stable programme

• Effective delivery
• Reduced cost

• Shorter cycle times

• Industrial transformation

People Skills Behaviours
Knowledge Management
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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.
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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.

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What is the current state?
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TLCM Case StudiesMaking a difference what we
have achieved - Better Decisions -
Better Prioritisation and Coherent Planning
- Innovative ThinkingBy Brig Jon Brittain
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Better Decisions - Joint Training Common
Simulation Infrastructure

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

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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

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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.

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Making a difference what we have achieved

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

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

• The RAF User Concept
• Lessons Identified
• Developments

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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

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Through Life Capability Management
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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 Users 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

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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

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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

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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

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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

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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

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Through Life Capability Management? (Post Review)
ACDG
RAF SCG
RAF User Structures
AFBSC
CPG
AWG
DMB
CMG
ExJCB
TLCM Structures
Capability Management Plan
Capability Management Strategy
Capability Change Programme
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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

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A DES Perspective of TLCMTLCM Action Group
(TAG) and Challenges Ahead By Andrew Dixon
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The DES Perspective (1)

• TLCM Action Group (TAG) part of DES 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
• DES Structure for TLCM
• Action Plan

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The DES 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

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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 DES 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

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An Industry PerspectiveIndustrys role in TLCM
By Ron Finlayson
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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

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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
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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 I
ntellect
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Final WordsSummary and Challenges Ahead by
Brigadier Jon Brittain
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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

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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

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Through Life Capability Management

• Presentation to RUSI
• 31st January 2008