Company Presentation

1
Creating the Recognised Acquisition Picture
Embracing Operational Imperative into
Acquisition Decision Support
2
Running Order

• Introduction
• Describing the problem space with a couple of
  examples
• Salamander will look through the OODA lens to
  describe their work with BAE Systems to
  articulate components required for a decision
  support solution
• Vega take a look at what good might look like for
  FCN
• Pulling it together to tackle big decisions

3
Ground Based Air Defence Options
4
Lased Target
5
Introducing operational imperative into
acquisition

• Getting to grips with acquisition means
  tightening the cycle time of the loop to match
  the rate of change of the environment
• Across and within the capability value chain

• Understand the 'capability ground truth
• Shared situation awareness
• visualising the situation managing the
  complexity

• Instil confidence and commitment to drive the
  right activity to deliver capability required
• FE_at_R

• Drive effective / innovative decision making
• Weigh evidenced information along-side military
  judgement

6
Connecting the key elements of the solution
Delivering the imperative by bringing the
Capability Change Planning Process to life

• Providing a common currency for analysis and
  evaluation by exploiting existing investment in
  MODAF and Architecture Framework Modelling
• Providing a recognised picture of the whole
  situation and the options, for
• understanding
• communicating
• exploring
• confident decision and committed action

7
Providing a common currency for analysis and
evaluation Exploiting investment in MODAF and
Architecture Framework Modelling

• Need to increase tempoto avoid exceptions and
  preserveintegrity

• Substantial architecture investments at
• capability / business level
• technical / platform level
• Connecting the threads and the levels to create a
  single view of the capability truth to inform
  and enable experimentation

8
Information to Orientate Decision
Making Providing a Recognised Picture of the
situation and options at all levels

• Bringing to life capability andprogramme
  information from diverse sources to provide a
  decision-support tool for acquisition
• shared situation awareness
• confidence to make commitment

Recognised Acquisition Picture
9
Connecting the key elements of the solution
Bringing the Capability Change Planning Process
to life the combined effect

• Common currency view of capability truth
  for understanding, communicating and evaluating
  acquisition requirements and options
• Recognised Acquisition Picture for shared
  situational awareness across decision makers
• Instilling the imperative to tighten the
  acquisition loop.

10
What good TLCM could look like..e.g.The
Recognised Acquisition Picture for FCN
Falcon Cormorant Reacher
SkyNet 5 DII DFTS DHCS
Irrespective of the constraints that determine
the eventual basis of this Boundary Decision we
will still need to understand comprehensively
across all DLoDs, the consequences of our
decision Clearly, NOT HAVING COMMS IS NOT AN
OPTION
Will we draw the boundary here?
Or Here?
11
FCN in practiceExploiting an Architecture of
Architectures
12
Clearer Water, Faster Flow
Synthesis of Capability Definition And
Capability Goals
Sharply focused capability investigation
Multiple, Model derived, Epoch based DLoD what
if Scenarios
13
The Recognised Acquisition Picture bringing
it all together