Business Review Templates

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					                            SLIDE 1




Business Review Templates
SLIDE 2
                                                        SLIDE 3
Guiding Principles



• This set of templates should be used in conjunction with the
  Business Review Guidance document at ref xxxxxtbc
• The template set is designed to cover business activities across
  all of the life cycle (CADMID). The selection of which templates
  are to be used is a decision for the IPTL / DG.
• There should only be one business review of each team.
                                                        SLIDE 4
Template Information


• This set of templates comprises 3 sections
        • General Slides – applies to all reviews
        • Project related slides
        • Support related slides
• The template sections differentiate between delivery of projects
  (including upgrades and UORs) and support (including supply of
  services) because our business does. A team engaged in both
  activities will review slides of data from all sections.
                                                SLIDE 5
Section One



• Whole IPT Summary – Slide 7
   – IYM Summary RDEL, CDEL including CPF
   – Balance Sheet
• Governance of Business – Slide 8
• Other Issues – Slide 9
      • Benefits Tracking
      • Successes, Opportunities, Failings & Threats
      • People & Collocation
                                                                      SLIDE 6
Summary Slide Guidance



Slide 7. This is principally a financial summary of the whole IPT‟s Business and
should include all colours of money that the IPT deals with, including the
operating cost. The Asset Deliveries are intended to show an aggregate of all
deliveries in the IPT but this would not be required if all the delivery information
has already been presented in a single large project above. Where IPTs control
significant stock movements, the Balance sheet section would be an essential
item. However, it may be less useful for projects in an early stage of the
CADMID cycle for example. Employ as required.

Slide 8. Is a free text slide where the TL can report on their approach to
assurance and any DESIB / IAB submissions and record issues and
opportunities for other group / board attendances.

Slide 9. Is a free text contribution which should generally be “by exception” and
should be kept as short as possible. The list of subjects may not be relevant to
all IPTs and other subjects may be added.
                                                         Whole IPT Summary Report – Mar 07                                                                       SLIDE 7

         NEW EQUIPMENT SUPPORT CAPITAL DEL PROFILE -                                                            NEW EQUIPMENT SUPPORT DIRECT RESOURCE DEL -
                          2007/08                                                                                                 2007/08

     16.000                                                                                                   10.000

     14.000                                                                                                    9.000
                                                                                                               8.000
     12.000
                                                                                                               7.000
     10.000                                                                                                    6.000
£M




                                                                                                         £M
      8.000                                                                                                    5.000

      6.000                                                                                                    4.000
                                                                                                               3.000
      4.000
                                                                                                               2.000
      2.000                                                                                                    1.000
      0.000                                                                                                    0.000




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          AP

                  AP

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                                                                                                                   AP

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                                                                                                                                                                                                 AP
                                     Allocation Prof ile             Actual Prof ile                                                      Allocation Prof ile             Actual Prof ile
                                     Forecast Prof ile               Forecast                                                             Forecast Prof ile               Forecast




                                     All Equipments -                                                                                Balance Sheet
                                     Deliveries 06/07

         15,000,000.00                                                                                        Fixed Assets
                                                                                            Allocation
                                                                                                              Current Assets
         10,000,000.00
                                                                                            AP7               Liabilities
     £




          5,000,000.00                                                                      Actual            Net Assets
                       -
                                1 2 3 4 5 6 7 8 9 10 11 12
                                                    AP
                                                            SLIDE 8
Governance of Business


• Governance of the Project and Business

    • Information on the Assurance Plan
• Approach to Initial Gate / Main Gate / Review Note (if appropriate)
• Comments / information on wider review boards / groups
• Participation in Industry groups etc
                                                           SLIDE 9
Team, Stakeholders and wider Issues


       Data to enable review of the following as appropriate:
       1. Benefits Tracking
       2. Successes, Opportunities, Failings & Threats
       3. Staff issues, People & Collocation etc
       4. Meetings and Visits
       5. Stakeholder engagement issues
       6. Wider issues requiring the DG attention
                                                      SLIDE 10
Section Two


• Management of Projects (Upgrades & UORs)
   – Position against the project plan – slides 11 - 13
   – EVM report – slide 14
   – Risk report – slide 15
   – Finance and Approvals – slides 16 – 17
   – UOR data (if applicable) – slide 18
                                                   SLIDE 11
Programme – Baseline Level 0 Plan (Date) EXAMPLE
                                                          Programme – Equipment Report                                                                                                  SLIDE 12
Key Target 1 – PERFORMANCE                                                                                                                                                                                     Key Target 2 – TIME
                                  Current                                         Current
                                                                                                                  ISD & Anchor Milestone Tracking Chart
 KUR01                                       KUR02
 PAAMS                                       Force anti-air warfare situational
                                  Previous   awareness                            Previous



                                                                                             Apr-11


                                  Current                                         Current


 KUR03                                       KUR04
 Aircraft Control                            Aircraft operation
                                  Previous                                        Previous
                                                                                             Dec-09




                                  Current                                         Current


 KUR05                                       KUR06                                            Jul-08

 Embarked military force                     Naval diplomacy                                                                                                    FoC Actual Acceptance Date (PCO L1 Deterministic Plan)
                                  Previous                                        Previous
                                                                                                                                                                50% FoC ISD (Latest CMIS date)
                                                                                                                                                                10% FoC ISD (Latest IPT TRA Forecast)
                                                                                                                                                                50% FoC ISD (Latest IPT TRA Forecast)
                                                                                             Mar-07                                                             90% FoC ISD (Latest IPT TRA Forecast)
                                  Current                                         Current                                                                       90% IAB Approval
 KUR07                                       KUR08                                                                                                              Anchor: Complete MFR trials at CDF (FY05/06 - Target 31/03/06) (Latest CMIS date)
                                                                                                                                                                Anchor: FoC Gas Turbines run successfully at sync idle (Latest CMIS date)
 Range                                       Growth potential                                                                                                   Anchor: FoC Propulsion drive/motor unit commissioning complete (Latest CMIS date)
                                  Previous                                        Previous                                                                      Anchor: MFR delivered to FoC (Latest CMIS date)
                                                                                             Oct-05
                                                                                                     5    6            6      6      7           7      7     8             8      8      9           9      9      0           0      0
                                                                                                  t-0 an-0 pr-06 J ul-0    t-0            7
                                                                                                                                  n-0 pr-0 J ul-0    t-0 an-0        8                         9                         0
                                                                                                                                                                  r-0 J ul-0 O ct-0 J an-0 pr-0 J ul-0 O ct-0 J an-1 pr-1 J ul-1 O ct-1
                                                                                                Oc     J    A            Oc     Ja     A           Oc     J     Ap                          A                         A



NARRATIVE                                                                                                                                                                                                    Key Target 3 – COST

• Performance
    KUR2&3 - Shown as at risk as IC minus A delivers less than the planned
    capability at FOC ISD. Full capability is delivered in ship 3.
• Time
    Latest TRA shows significant increase in risk to ISD, due primarily to the                          6750
    inclusion of PRU related risks (Power Systems, S/W, PAAMS, Safety).                                 5900
    The forecast 50% ISD is now November 10. The implications of this
                                                                                                        5050
                                                                                                   £M
    analysis and the potential mitigation of Test & Trials duration are still being
    quantified. Therefore, a revision to, or confirmation of, the December 09                           4200
    CMIS ISD is not expected before negotiations have matured i.e. by the end
    of the year. Anchor Milestone forecasts related to Power Systems have                               3350
    also been impacted by the consideration of PRU related risks.                                       2500
• Cost                                                                                                                     1 Apr 06 50%                        Current CIMIS                        Current Forcast
    Position against KT3                                                                                                     Baseline                                                                (PRU 6 BPT)
                                             Programme – Support Report (If applicable)                                                                                                     SLIDE 13
PERFORMANCE                                                                                                                                                                                                                                        TIME
                                  Current                                 Current
                                                                                                                  FoC Key Milestone Tracking Chart
 KUR09
 Availability
                                                                                     Jun-10
                                  Previous                                Previous



                                                                                     Oct-09


                                  Current                                 Current    Jan-09


                                                                                     May-08

                                  Previous                                Previous
                                                                                     Sep-07


                                                                                     Jan-07
                                  Current                                 Current

                                                                                     May-06


                                                                                     Aug-05
                                  Previous                                Previous                                                                                      FoC Stage 1 Sea Trials (PCO L1 Deterministic Plan)

                                                                                     Dec-04
                                                                                                  NOTE: Additional Support                                              FoC Stage 2 Sea Period 2.1 (PCO L1 Deterministic Plan)

                                                                                                      Milestones will be                                                FoC Fleet Platform Acceptance Date (PCO L1 Deterministic Plan)

                                  Current                                 Current    Apr-04        considered for inclusion                                             FoC Actual Acceptance Date (PCO L1 Deterministic Plan)
                                                                                                                                                                        50% FoC ISD (Latest CMIS date)
                                                                                     Aug-03
                                                                                                    once a fully integrated
                                                                                                  programme is developed
                                  Previous                                Previous
                                                                                     Dec-02
                                                                                            2         3       3         4       4         5       5         6       6           7       7          8       8         9       9         0       0
                                                                                        c -0      n-0     c -0      n-0     c -0      n-0     c -0      n-0     c -0        n-0     c -0       n-0     c -0      n-0     c -0      n-1     c -1
                                                                                      De        Ju      De        Ju      De        Ju      De        Ju      De          Ju      De         Ju      De        Ju      De        Ju      De




NARRATIVE                                                                                                                                                                                                                                          COST

• Performance
                                                                                                                                                         IYM 0607 Near Cash - Budget v Forecast
                                                                                     IYM                                  4
      Support solution and upkeep cycle for 6 ships meets requirements of
      KUR9                                                                           STP                                3.5
                                                                                                                          3
                                                                                                                                                                                                                                           Budget (STP05)

                                                                                                                                                                                                                                           Forecast
                                                                                                                        2.5




                                                                                                                   £m
                                                                                                                          2                                                                                                                Cumulative Spend
                                                                                                                        1.5

• Time
                                                                                                                                                                                                                                           to date
                                                                                                                          1
                                                                                                                        0.5
      Support Solution work remains on track but a challenging timescale to                                               0
                                                                                                                              Apr 06 May      June    July    Aug        Sept    Oct        Nov   Dec Jan 07 Feb          Mar
      meet BC submission to IAB scrutineers end Mar 07 and end Jun to IAB 4*                                                          06       06      06      06         06     06         06     06         07          07

      Committee.                                                                                                                                                           Month


      Concerns with those materiel delivery dates at risk (IPLs and Tech Docs)
      being pursued through PCO.                                                     10 Year
• Cost                                                                               STP
      This is the first year the IPT will incur expenditure against the DLO/STP.     Profile
      Budget (STP05) of £3.755m comprises £0.055m RDEL and £3.7m CDEL.
      Expenditure is for long lead items/spares. No variance between forecast
      and budget.
                                                        Earned Value Management                                                SLIDE 14
EVM Schedule/Cost Variance                                                                                   PERFORMANCE STATUS...Key Things to Track

        Typical Earned Value graph showing                                   •Planned Value (PV) indicated by the Blue line is the agreed plan and represents
        Schedule and Cost Variances                                          what the project should achieve.

                                                                             •Earned Value (EV) represented by the green line shows what has actually been
5,000
                                       AC                   PV               achieved or Earned. In this example the EV curve is diverging from the PV
                                                                             curve indicating that at the given time, the project has achieved less than
                                                                             planned.
                                                   cv
                                                                             •Actual Cost (AC) represented by the red curve shows the actual cost of the EV.
   £                                                                         In this example the AC has exceeded the costs of the PV.

                                                                             •Cost Variance (CV) expresses the cost difference between the EV and the AC.
                                                                             Remember it is the difference between EV and AC that gives the variance.
                                         sv                                  Comparisons of AC against PV is misleading.
                                 EV
                                                                             •Schedule Variance (SV) expresses the schedule difference between the EV and
                                                                             PV.
                                         TIME                    5 months
   schedule variance = EV - PV = negative number         behind schedule,
   cost variance     = EV - AC = negative number         over cost


QUESTIONS                                                                                                                                    Use Data for Decision Making


                                                                            • To realise the benefit of EVM it is essential that you have confidence in the
                    Five Basic Performance Data                             data, that you take heed of the information it gives you and that you act
                        Questions & Answers                                 appropriately on that information.

 QUESTION                                                                   •If the graph used in this tutorial was an actual output on your project. What
                                             ANSWER            ACRONYM      questions would arise and what actions might you take?

 How much work should                    Planned Value                PV
                                                                             - How critical is my schedule? E.g. could adjustments be made?
 be done?                                                                    - Can additional resources be applied? e.g to work overtime
 How much work is done?                  Earned Value                EV      - Can any tasks be completed concurrently?
 How much did that work                  Actual Cost                 AC      - Are there technical innovations which could speed up the process?
 actually cost?                                                              - Can the requirement be reduced? E.g. remove “gold plating”.
                                                                             - Would a schedule risk assessment expose the impact to project?
 What was the total job                 Budget at Completion         BAC     - Could any tasks be re-scheduled? E.g. Time phasing
 supposed to cost?                                                           - Could less costly facilities be employed?
 What do we now expect                  Estimate at Completion EAC           - Are there tasks which can be deleted?
 the total job to cost?                                                     Comment - This list is not intended to be exhaustive..
                                                                                      Programme – Risk Report                                                                    SLIDE 15
KEY RISKS                                                                                                                EQUIPMENT                                                                      CONTINGENCY

                                                                                                                                                    EP Risk Budget & Exposure
Risk                         Prob Impact          Proposed Mitigation               Mitigation Success /                 RAG
                                  P C T                                                   Progress
                                                                                                                                   £400,000 k
Problem with Power &         High   M H H    Re-instate use of SIT @ ESTD     SIT de-risking on track. Due to
Propulsion Systems STW                                                        complete Apr 07.
and Integration                                                                                                                    £350,000 k                                             NOTE: Increased
                                                                              FOC Critical Path is GTA STW due
                                                                              mid Nov 06.
                                                                                                                                                                                          exposure reflects
                                                                                                                                                                                       proposed Stage 2 Trials
Combat System                Med    M H H    Maximise use of MISC with        MISC activities continue to de-risk                  £300,000 k
                                                                                                                                                                                           over-budget risk
Integration and Trials                       MISC Augmentation (Nav           Combat System.
                                             Radar)                           Work continues to review Test &
                                                                                                                                   £250,000 k
                                             Pragmatic Test & Trials          Trials approach across the whole
                                             approach                         class.
                                                                                                                                                                           Remaining EP05 Risk Budget
PAAMS Integration            Med    M H M Max use of trials facilities such   PAAMS IC-A being pursued – joint                     £200,000 k
                                          as Longbow and MISC.                working, CMS 2.2.1 & 2.3, PAAMS                                                              Post-Mgt 50% Cost Exposure
                                             Implement PAAMS IC-A             contract realignment.
                                                                                                                                   £150,000 k
                                                                              Intend to proceed with IC-A on a                                                             Pre-Mgt 10% Cost Exposure
                                                                              staged basis. The IA and Business                                                            Pre-Mgt 50% Cost Exposure
                                                                              Case for Stage 1 raised at a cost of                 £100,000 k                              Pre-Mgt 90% Cost Exposure
                                                                              £9M.
Further WR21 delays for      Med    L M M    Install Enclosures at earliest   Critical path for Ship 2 is availability
Ship 2 onwards                               opportunity                      of engine change tooling due Mar                      £50,000 k

                                             Fit Gas Turbines via removal     07, currently on track.
                                             route                            Potential delay of up to one month                         £0 k
                                             Fit un-FATed Gas Turbines        currently forecast for Ship 4.
                                                                                                                                                Jul-06   Aug-06   Sep-06    Oct-06        Nov-06         Dec-06



KEY RISKS                                                                                                                SUPPORT                                                                        CONTINGENCY

Risk                         Prob Impact          Proposed Mitigation               Mitigation Success /                 RAG
                                  P C T                                                   Progress                                                 STP Risk Budget & Exposure
Support solution for ship,   Low    M H M Establish support solution          Significant savings identified - team
PAAMS & WR21 proves
unaffordable
                                          affordability team                  have completed Support
                                                                              Affordability Statement
                                                                                                                                   Will show an analysis of 10%, 50%, 90% exposure against
                                                                                                                                   STP Risk Budget, when STP Risk data is sufficiently mature
Inability to gain customer   Med    M H M Establish support solution          Support Solution Team involved all
approval for affordable                   affordability team                  key stakeholders, hence Customer
support solution                                                              involved in defining solution
                                                                                                                                                            STP Affordability
Inability to develop and     Med    M M L     Investigate alternatives        Affordability of core engineering
deliver training within                                                       synthetic media may require
budget / timescale
                                              Prioritise training
                                                                              prioritisation/de-scoping                         An IAB Information Note, to be issued through CDP mid Oct,
constraints                                   Engage stakeholders to
                                              scrutinise current proposals
                                                                              Uncertainty over PAAMS
                                                                              maintainer training solution (GFE
                                                                                                                                 concludes that affordability against existing budget levels in
                                              Seek training opportunities
                                              within the trials programme
                                                                              vs Synthetic)                                     average annualised cost terms can be achieved for a class of
                                                                              MCTS 7 month delay requires
                                                                              interim solution to be identified                   8 ships or less. More work will be necessary to achieve a
Lack of agreement for        Med    L H H     FoC spares package to be        IPT Business Case for spares is                         more acceptable RDEL/CDEL balance during the
procurement & funding of                      developed ahead of In-Service   currently being prepared (value £7-
spares to support FoC                         Support Solution                10m).                                             development of the support solution although the full scale of
commissioning & trials
programme
                                                                              However, delay caused by on-going
                                                                              commercial dispute means that
                                                                                                                                    the issue cannot be resolved without external Project
                                                                              time-line for procurement of some
                                                                              items may have been compromised
                                                                                                                                                         assistance.
                                                                                      Programme – Financial Report                                           SLIDE 16
EQUIPMENT PLAN – FORECAST AGAINST APPROVAL                                                                                                                                NARRATIVE

                                                                                                                                EP07 is for 8 ships based on the PRU „BTP risk
                                                                                                                                adjusted‟ cost of £????m (£????m near cash) with
                                                                                                                                cost growth compared to EP05 of £???m (near
 7600                                                                                                                           cash).
 6750
 5900
                                                                                                                    Ships 7&8
                                                                                                                                Commitment Against Approval
 5050                                                                                                               6 ships
 4200                                                                                                                           ASSET DELIVERIES - No planned asset deliveries
 3350                                                                                                                           during FY06/07
 2500
                                                                                                                                First Asset deliveries planned during FY07/08
                       EP07                       Committed                          Approval                                   (PAAMS Missiles & Training equipment)




IN_YEAR MANAGEMENT                                                                                                                                                        NARRATIVE
                                                      EP FORECAST


       700
                                                                                                                                               Equipment Plan
       600
       500                                                                                                                       Forecast £558m (control total £616m). No from
       400
  £m




       300
       200
                                                                                                                                 AP5 forecast.
       100
         0


                                                                                                                                 Risk Analysis
                                                                                 10

                                                                                        11

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             0

                  1

                          2

                                  3

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        AP

                 AP

                       AP

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                                      AP

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                                                  AP

                                                           AP

                                                                AP

                                                                        AP

                                                                                AP

                                                                                      AP

                                                                                             AP

                                                                                                     AP




                                      Control Total         Accruals                 Forecast

                                            OP COST IN-YEAR FORCAST


      1250
                                                                                                                                               Op Costs
      1000
       750
                                                                                                                                 Forecast £?????m compared to Budget
 £K




       500
       250
                                                                                                                                 of £????m, variance of £????m.
         0
                                                                                                                                 No change from AP5 forecast.
             0

                      1

                              2

                                       3

                                              4

                                                       5

                                                                6

                                                                        7

                                                                                 8

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          P

                   P

                           P

                                    P

                                             P

                                                   P

                                                            P

                                                                     P

                                                                              P

                                                                                       P

                                                                                              P

                                                                                                      P

                                                                                                                P

                                                                                                                      P
         A

                  A

                          A

                                   A

                                            A

                                                  A

                                                           A

                                                                    A

                                                                             A

                                                                                      A

                                                                                             A

                                                                                                     A

                                                                                                               A

                                                                                                                     A




                                                                    Time
                                           Control Total             Accruals                Forecast
                                                                                             SLIDE 17
    MPR/Approvals Forecast Summary




•     MPR/NAO
       –    Draft MPR06 Audit report received from NAO. Shows in-year cost growth of £???M (to £????M)
            and delay of +7 months (to Dec 09). Re-statement of MPR05 figures (adding a further cost growth
            of £??M) not shown against MPR06. Also shows 3 KURs at risk due to potential reduction in
            capability on FOC at ISD. Proposed text amendment to reflect accurately the progressive
            demonstration of capability.

       –    The cost growth reported in MPR06 enabled the DPA to achieve Key Target 3 and the PSA target
            for 2005/06. There may be sensitivity in reporting all the 2006/07 potential cost growth, within
            CMIS, so soon after the NAO agreeing the MPR06 figure in June 2006. The proposed course of
            action is to update CMIS once negotiations with Industry have reached a mature and stable
            position, planned for 1st Qtr 2007.

•     PCT SUMMARY



               FORECAST HISTORY                   PRU RECOMMENDATIONS                 COST VARIATIONS

           Original   MPR05 MPRO6       Current 6 ship BTP     6 ship           Delta on      Delta on
             MG                         CIMIS    Risk adjusted Baseline         MPR06         MPR06
           approval                     Forecast               Cautious         (PRU BTP-MPR) (PRU Baseline-
            (90%)                       (50%)                                                 MPR)
Cost
           £????m     £???m    £???m    £???m      £????m          £????m          +£???m         +£????m
(£m)
 ISD       Nov 07     May 09   Dec 09   Dec 09      Sep 10         Nov 10
KURs        9/9        9/9      9/9      9/9         9/9            9/9
                                                                                                           SLIDE 18
UOR – Summary Data
                                                   KEY DATA
    P9               Name             Forecast    Main Gate   Approved   Forecast   Approved   Forecast     ISD
                                      Main Gate   Achieved    Cost 50%   Cost 50%    ISD 50%   ISD 50%    Achieved
                                                                (£m)       (£m)

  P9003040   0.5” Blank Firing
             Barrel (BFB) and
                                                              0.452      0.304      Aug 2005   Aug 2005
                                                                                                            
             Blank Ammunition
             (BA)

  P9003043   60mm Mortar                                      0.017      0.015      Sep 2005   Sep 2005
                                                                                                            
  P9003041   8.6mm Ammo                                       0.500      0.495      Jun 2007   Jun 2007

  P9258500   ALDS                                             11.950     9.410      Jul 2006   Jan 2007

  P9000866   Artillery Fire Control                           3.080      2.804      Feb 2008   Dec 2007
             Trainer - Full Task
             (AFCT-FT)
             BGTI/Digitisation
             Upgrade

  P9000867   Artillery-Fire Control
             Trainer - Part Task
                                                              0.550      0.503      Sep 2006   Nov 2006
                                                                                                            
             (AFCT-PT) Upgrade

  P9002781   AS90 Lt Gun CEP                                  17.110     17.110     Oct 2011   Oct 2011

  P9000297   AS90 Training
             System (TS)
                                                              2.198      2.116      Sep 2005   Sep 2005
                                                                                                            
  P9003044   Automatic                                        2.889      2.909      Feb 2007   Apr 2007
             Lightweight Grenade
             Launcher (ALGL)

  P9004170   Automatic                                        1.550      1.546      Mar 2007   Mar 2007
             Lightweight Grenade
             Launcher (ALGL)
             Support Fleet
                                                    SLIDE 19
Section Three


• Support and Service Delivery
   – Performance against CSA or JBA – slide 20
   – Availability / Operating Hours – Slide 21
   – Customer Wait time / Safety Risks – Slide 22
   – Supply Chain Issues – Slide 23
                                                         SLIDE 20
Performance against User CSA / JBA / OSP outputs 11
Month of data assessed eg, APR 07




  • State overall FFP and comment on individual metrics if showing
    AMBER or RED
     – Comment factors contributing to metrics that have previously
       been AMBER or RED but are now YELLOW or GREEN

  Example:-
  • FFP - YELLOW
     – FE@R - RED - commentary
     – ABORTS - AMBER - commentary
                                                            SLIDE 21
Performance against User CSA / JBA / OSP outputs 2

Month of data assessed eg, APR 07




     Availability / Operating hours chart etc to be inserted here if
                                applicable
                                                                CUSTOMER WAIT TIME (As appropriate)                                                                                             SLIDE 22
 Equipment [Day 1]   as at 28 Feb              KEY:                 SUCCESSES              CLS Referred         REFERRALS                       DUES OUT           PEPS Range Target: 98%                   Non-PEPS Range Target: 50%
 07
                        1       2   3      4     5    6     7   8     9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50

           PEPS                                                                                                                                                            1.36%
   S



                                                                                                                                                                                                                                                     100%
 DR




         Non PEPS                                                                                                                                                  78.06%                                   11.36%                 9.22%

           PEPS                                                                                                                                                                                                                   10.00%
   M
 EH




         Non PEPS                                                                                                                      60.26%                            14.02%                                       20.61%       5.11%

           PEPS
   S
 TA




         Non PEPS                                                                                                                                                                     79.66%                       12.91%          7.43%

           PEPS
    T
 ME




         Non PEPS                                                                                                                                                                              81.76%        9.12%                 9.12%

           PEPS
  G
 JE




         Non PEPS                                                                                                                         61.35%                                                                   31.36%          7.28%

           PEPS
   A
 GF




         Non PEPS                                                                                                                               63.99%                                         22.12%                             13.88%

As at 18 Oct 06
                                                                                            SAFETY RISKS




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 Summary of Safety Related Risks - Cat A&B Funded/Unfunded …quarterly                                                                                                                                                                            r           r



                                                                                                                                                Cost of reducing Risk to "As Low As Reasonably Practicable" (ALARP) - £M
                                    CAT "A" RISK                                  CAT "B" RISK                                                      FUNDED                                                         UNFUNDED
             IPT       Funded           Unfunded          Outwith     ALARP     Funded   Unfunded     Outwith               FY 06/07    FY 07/08     FY 08/09   FY 09/10    IPT Total    FY 06/07       FY 07/08     FY 08/09   FY 09/10      IPT Total

    O       DRS             0              0                0           3         1         2             1                  0.004       0.000        0.000      0.000        0.004       0.000          0.000        0.000      0.000           0.000
    N
            EHM             0              0                0           0         3         0             5                  0.040       0.000        0.000      0.000        0.040       0.000          0.000        0.000      0.000           0.000
    O
            TAS             0              0                0           10        8         8             0                  2.600       0.000        0.000      0.000        2.600       0.000          3.600        3.600      3.500          10.700
    I
            MET             0              0                0           0         4         0             0                  0.690       0.690        0.000      0.000        1.380       0.000          0.000        0.000      0.000           0.000
    P
    T       JEG             0              0                0           0         0         0             0                  0.000       0.000        0.000      0.000        0.000       0.000          0.000        0.000      0.000           0.000

            GFA             0              0                0           2         2         1             0                  0.180       0.114        0.000      0.000        0.294       0.000          0.000        0.135      0.135           0.270

     Overall Total          0              0                0           15       18        11             6        £M        3.514       0.804        0.000      0.000        4.318       0.000          3.600        3.735      3.635          10.970
                                                         SLIDE 23
Supply Chain Performance




Month of data assessed eg, APR 07




  Insert details of any known demand failure trends or supply chain
                  issues with details – by exception only
If EVM is being operated for support details should be included here

				
DOCUMENT INFO