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					Through Life Capability Management

        Presentation to RUSI
          31st January 2008

                  Defence Acquisition Change Programme

   Context
   Background
   Achievements
   A Front Line perspective
   The DE&S Perspective
   An Industry Perspective
   Summary and Challenges

                               Defence Acquisition Change Programme
   TLCM Overview
Better Solutions for Defence

    By Brig Jon Brittain

                 Defence Acquisition Change Programme
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

              DIS V1.0           EAC Report (Jun                                               DIS V2.0
Stage 1

                                     Design &
Stage 2                               Launch
                                                         Launch DE&S (Apr 07)

                                                         Implementation &
                                                            Embedding                               Sustainment
Stage 3

                                                                         5 Ministerial Objectives

                                                                                  Exploitation & Step Change
Stage 4

 DIS                                           Industrial Transformation

                                                               Defence Acquisition Change Programme
Specific objectives for 2009
Objective                             Requiring/allowing/driving
                                      •   Better costing & forecasting; more focus on in-service support costs
Equipment & support plan that is      •   Less disruption and delay to programme
more stable, affordable & realistic   •   More responsiveness to operational needs & changing requirements
 whilst allowing greater agility      •   More systematic application of TLCM
                                      •   Willingness to take difficult decisions

                                      •   Applying lessons from UORs
    Significantly (50%) shorter       •   Appropriate, more incremental approaches to acquisition
 acquisition cycle time –reducing     •   Greater emphasis on open system architecture, technology insertion
  time from “decision to effect”      •   Process streamlining; applying AOF disciplines

                                      • Stronger focus on the value of time
Reduced cost of doing business –      • Reduced cycle time
   for both MoD and Industry          • Reduction in MOD and industry overheads

                                      •   Further transformation of DE&S
                                      •   Greater empowerment and accountability
     More effective delivery          •   Better use of staff; higher skills levels
                                      •   Changing culture and behaviours – „Team Defence‟
                                      •   Partnering best practice; more effective commercial arrangements

                                      • Industrial capacity that meets current and futures needs of Defence
                                      • DIS sector transformational milestones
    Industrial transformation         • Greater Defence Industry efficiency

                                                                         Defence Acquisition Change Programme
 Shape of DACP Programme
                                                      Board                      PMO

              Planning and          Appropriate             DE&S PACE               Commercial
              Through Life          Acquisition             Programme             Transformation
               Capability           Approaches

Objective:   • Stable programme   • Shorter cycle         • Effective delivery   • Industrial transformation
                                  times                   • Reduced cost

                                         People Skills & Behaviours

                                          Knowledge Management

                                                         Defence Acquisition Change Programme
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.

                                           Defence Acquisition Change Programme
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

 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.

                                            Defence Acquisition Change Programme
What is the current state?
               PLANNING                                       DELIVERY

                                              Options taken
                                              by PPSG/DMB                                              5. Capability
                                              and money                                               Investigation                    6. Capability
                       Capability Change
Joint Capabilities       Programme            programmed                                                                                  Delivery

                       Informs      Directs                     Programme
    Capability                                                  •Requirements WG
  Management          Management Strategy                                            4. Shortfall &
  Management                                                    •Business Cases WG
    Groups                                                      •OA WG
                                                                •Technology WG          Analysis
                     Informs      Directs                       •Acceptance WG
CPGs                                                                                                                                                          C
  CPGs                                                                                                                      Policy
        CPGs                                                                                                                Threat                            M
          CPGs            Capability
                       Management Plan                                                                                     Finance                            P

                     Informs      Directs
                                                                                           3. Baseline
                                                                                         Review & Audit                                       1. Capability
     Capability                               TLMPs
   Investigations                                 TLMP
                                                    TLMP                                                               2. Capability

                                                                  Defence Acquisition Change Programme
TLCM Case Studies

Making a difference – what we have achieved

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

By Brig Jon Brittain

                                 Defence Acquisition Change Programme
Better Decisions - Joint Training & Common Simulation Infrastructure
                                                                                                             Joint Training Systems

       The DIS focused on the need for a defence-wide
        approach to training and simulation                                                             Joint Tactical Training Integration
       The JT&CSI CPG ensures that this strategy is at the
        heart of MoD decision making
                                                                                                   Common Simulation Infrastructure & Services

                                                                    The CPG Vision

     To develop a cost-effective, coherent, rapidly configurable Training Systems Capability in order to reduce risk to operations
     and projects and hence to enable overall force generation.

                                                                         CPG Thrusts

                                       Live-Virtual-Constructive Simulation Interoperability
                                       Networked Simulation
                                       Provision of Common Simulation Infrastructure & Services
                                       Commercial-off-the-Shelf Technology Exploitation

                         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

                                                                                   Defence Acquisition Change Programme
Better prioritisation and more coherent options

    Early understanding of all available options            Innovation in providing clarity and
    as a clear example of the emerging benefits             prioritisation during decision-making: DEC
    of TLCM work practices                                  ISTAR

   In generating the Land Helicopter options, (run        DEC ISTAR, through their CMG stakeholders,
    by DEC ALM through the Air Manoeuvre (AM)               gained early agreement on priorities. Having
    CPG and Intra-Theatre Mobility (ITM) CMG),              agreed the priorities during Stage 1 there was a
    Central Staff (especially Army RP) publicised           robustness to the agreed logic when doing
    early their savings options which impacted on           Stage 2 priorities, which will go on to maintain
    the area.                                               strong stakeholder support during the Decision
   Pre-TLCM, the DEC options and Central Staff             Conference process. The articulation of this
    options were run separately as short-term and           logic has been a big benefit to DEC ISTAR
    equipment options and were only publicised at           throughout PR08 and has avoided unnecessary
    the point of formal costings. This has commonly         distractions.
    led to a divergence of views and extended              At the same time, the Direct Process and
    timescales.                                             Disseminate CPG has generated a visual
   This year, the agreed options put forward               expression of how their programmes aggregate
    were more coherent and robust at an earlier             to deliver tangible capabilities over time and are
    stage with buy-in from the FLCs and relevant            rooted against their capability goals. For a
    IPTs. As a result, better decisions are being           CPG that deals in such a complex capability
    made more quickly.                                      area (Direct, Process and Disseminate) this is
                                                            a powerful tool for coordinating CPG activity
                                                            and giving a clear picture of the benefits of their

                                                          Defence Acquisition Change Programme
Innovative thinking with better contribution to decision making from
across the MoD Unified Customer
    Re-profiling of the Maritime Refit                  Joined-up working at FLC as a
    Money (LTRP): DEC AWE                               consequence of TLCM (collaborative
                                                        behaviour trickling down)

   Previously, numerous DsEC had                      The Intra-theatre mobility (ITM) CMG
    responsibility for various aspects of the           works with all three front line services
    long term refit programmes (LTRP) for               (Air, Fleet, Land). Joint Helicopter
    different maritime platforms. This resulted         Command has gained agreement to
    in fragmented decision making that                  facilitate the FLCs in a Front Line Joint
    adversely affected the delivery of                  Committee to agree a coherent User
    capability.                                         view on Joint Helicopter requirements.
   The new TLCM decision-making                       This Joint Committee decides on the joint
    structures have helped bring coherence              position to be represented at CPG/CMGs
    to the LTRP by corralling the funds into a          and on who should attend the meetings.
    single place, gaining agreement from               As a result, the FLC view is more
    stakeholders through the CMG.                       coherent and influential at CPG/CMGs
                                                        and there is a more effective
                                                        engagement at CMG and CPG level.

                                                      Defence Acquisition Change Programme
Making a difference – what we have achieved

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

                                             Defence Acquisition Change Programme
A Front Line Command Perspective of
What are the Lessons from the Introduction of TLCM?

By Gp Capt Andy Linstead

                               Defence Acquisition Change Programme

   The RAF User Concept
   Lessons Identified
   Developments

                           Defence Acquisition Change Programme
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

                                                 Defence Acquisition Change Programme
Through Life Capability Management

                           Combat Air
                              CIG           ACDG           RAF        AFBSC
    RAF User
   Structures                                             SCG

                                    OF 5

 TLCM Structures   AWG      CPG               CMG

                          Capability        Capability   Capability
                         Management        Management     Change
                             Plan           Strategy     Programme

                                               Defence Acquisition Change Programme
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

                                                         Defence Acquisition Change Programme
Lessons Learned

   Positives:                                 Negatives:
      Enthusiasm                                  Understanding TLCM
      Engagement                                  Strategic direction
      Cross DLOD                                  Battle Rhythm
      Platform to Capability                      The „right‟ people
      Prioritise and trade - manage risk          Information

                                                Defence Acquisition Change Programme
TLCM Ways of Working
What 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

                                                         Defence Acquisition Change Programme
TLCM Ways of Working
What 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

                                                           Defence Acquisition Change Programme
Barriers and Enablers

   What will stop us achieving „good‟ TLCM:       What will help us to achieve „good‟ TLCM:
         Organisation                                   Unified capability development function
         Roles                                          Clearly defined roles
         Strategic Direction                            Coherent top down strategic guidance
         Battle Rhythm                                  Timeline aligned to other stakeholders,
                                                          allowing better preparation for CPGs
         Knowledge and Skills                           Access to information and training
         Communication                                  Communication - honest and open
                                                          communication, providing transparency to

                                                   Defence Acquisition Change Programme

    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

                                                   Defence Acquisition Change Programme
Through Life Capability Management? (Post Review)



    RAF User                                   ACDG           RAF        AFBSC
    Structures                   ISTAR                        SCG


  TLCM Structures      AWG       CPG                          ExJC       DMB

                               Capability      Capability   Capability
                              Management      Management     Change
                                 Plan           Strategy    Programme

                                                    Defence Acquisition Change Programme
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

                                        Defence Acquisition Change Programme
A DE&S Perspective of TLCM
TLCM Action Group (TAG) and Challenges Ahead

By Andrew Dixon

                             Defence Acquisition Change Programme
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
                                     Control of the output Baseline
                                     Industry engagement in TLCM
                                     DE&S Structure for TLCM
                                     Action Plan

 CMP/PB          the

                 Directio                  Management

                                           Management              TLMP

                            Defence Acquisition Change Programme
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

                                                       Defence Acquisition Change Programme
What Good TLCM Looks Like

TLCM Policy                                                  The DE&S Twist

   A top-down approach to the delivery of Military               Look for traceability of requirements and
    Capability, based on Defence Policy, tempered by               understand the capability risks associated with the
    tolerable risk                                                 decisions taken.
   A rigorous proactive decision making process,                 Open and honest communication covering the art
    taking a whole system pan Lines of Development                 of the possible and realism of delivery plans;
    approach, which uses robust trading techniques to              including costs. Plans that reflect the linkages
    optimise and balance demand and supply.                        across the DLoDs required to deliver capability.
   Taking a Long Term View, building on extant
    capability, thus identifying opportunities and change         A long term view that plans for sustained delivery,
    drivers and understanding the impacts of today's               including cross project relationships that enable
    decisions on the future.                                       transitions, technology maturation and derisking.
   Continuous improvement in joint MoD and Industry              An understanding of, and new relationships with,
    performance in the delivery and availability of                industry to enable effective through life delivery of
    enduring Military Capability through improved                  equipment and support.
    relationships and behaviours and resilient, stable
    and coherent plans.
   Appropriate industry engagement at all stages of              Industry engagement the enables effective input
    the process, to inform the high level trade and                into capability planning, while retaining the
    participate actively in the other levels. Joint teams,         opportunities for engaging industry in appropriately
    joint approach, joint information.                             in delivery.
   An approach that is capable of responding to                  Retaining flexibility and agility within plans to
    changes and the changing environment.                          accommodate changes; better risk management

                                                                 Defence Acquisition Change Programme
An Industry Perspective
Industry’s role in TLCM

By Ron Finlayson

                          Defence Acquisition Change Programme
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
           S2C2 and SAVC Pathfinders
           partnering arrangements eg Helicopters, Team CW, Ranges LTPA
           assistance to MOD on capability trading

                                               Defence Acquisition Change Programme
An Industry Perspective (2)

 What is industry doing?

                       TLCM STRATEGY GROUP
                            Lt Gen Andrew Figgures
                              Alison Wood, BAES

    DEVELOPMENT GROUP                              GROUP
        RAdm Paul Lambert                            RAdm Ian Tibbitt
       Ron Finlayson, QinetiQ                  Martin Palmer, Babcock

                                         Defence Acquisition Change Programme
An Industry Perspective (3)

  Who is involved:              Babcock
     BAE Systems                 QinetiQ
     Thales                      EADS
     Agusta Westland             Selex
     VT                          Steria
     Lockheed Martin             Vega
     General Dynamics            Serco
     Rolls Royce                 DMA
     Fujitsu                     Intellect

                              Defence Acquisition Change Programme
Final Words
Summary and Challenges Ahead

by Brigadier Jon Brittain

                               Defence Acquisition Change Programme
Where has TLCM made a difference so far?

 Consistency and continuous improvement in the core business of the
 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

                                             Defence Acquisition Change Programme
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

                                      Defence Acquisition Change Programme
Through Life Capability Management

        Presentation to RUSI
          31st January 2008

                  Defence Acquisition Change Programme

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