Presentation on theme: "Programme Management in Defence: Applying MSP"— Presentation transcript:
1 Programme Management in Defence: Applying MSP RUSI Defence Project Management Seminar SeriesProgramme Management in Defence: Applying MSPprogress to date and future challengesBill Egginton Cranfield University Defence Academy College of Management and Technology
2 The Context…. Enabling Acquisition Change, June 2006 “We will create a strong programme management environment around our projects…. oversee the integration of projects and other Lines of Development into military capability…. invest in managing programme management capabilities and competence Defence Industrial Strategy, December 2005“Consideration be given to establishing Board level championship of the most significant new capabilities….Every major new capability in the MOD’s forward plans should be assigned a 2-star SRO residing in the Equipment Capability Customer”Enabling Acquisition Change, June 2006“EAC recommended that DCDS(EC) establish a programme approach to capability delivery….to ensure that all the Defence LoD were brought together at the earliest stages of the acquisition cycle and managed coherently……by 31 March …and consistent with the framework established by MSP.”MoD Capability Delivery Guidance, DCI, 19 March 2008
3 1st Edition in 1999; 2nd Edition 2003; 3rd Sept 2007 MSP – what is it?“Managing Successful Programmes (MSP) is a structured yet flexible framework. It allows you to manage and control all the activities involved in managing a programmethrough providing advice on organisation, processes, communication and ways of thinking”OGC1st Edition in 1999; 2nd Edition 2003; 3rd Sept 2007Set of principles, processes, roles, activities and outputs of the programme management approachExemplars of Best Practice and a de factor standard for excellence in programme managementNot as a mature a ‘product’ as its project equivalent – PRINCE2 – but increasing in popularitySubject of practitioner qualifications & courses
4 The MSP Framework 7 Principles 9 Themes Remaining aligned with corporate strategyLeading changeEnvisioning & communicating a better futureFocus and benefits and threats to themAdding valueDesigning and delivering a coherent capabilityLearning from ExperienceOrganisationVisionLeadership & Stakeholder EngmtBenefits ManagementQuality ManagementRisk & Issue ManagementBusiness CasePlanning & ControlBlueprint design & deliveryDefining a ProgrammeDelivering the CapabilitiesRealising the BenefitsClosing a ProgrammeIdentifying a ProgrammeManaging the Tranches9 Themes
6 TLCM and a programme approach Through Life Capability Management (TLCM) 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 (DLoDs) from cradle to grave.Source: Defence Acquisition – High Level Blueprint (October, 2008)
7 Programme Boards - Governance DeliveryPlanningGenerationDefence BoardDefence Operating BoardEJCBCapabilityPlanningCommercialResearchIndustrialFinanceUMGsProgramme InitiationEnduring MandateIssue Resolution/DirectionProgramme BoardCIG / AWGPlanning IssuesProgramme Support FunctionProjectProjectProjectProjectTEPIDOILCIWGs / AWGsSource: TLCM Phase 4 Implementation, 12 November 2008 (DACP Ind Comms)
8 Programme Boards - Composition Source: TLCM Phase 4 Implementation, 12 November 2008 (DACP Ind Comms)
9 Some observations…Senior people are very open to the principles and practice of programme managementIn defence, SRO roles are – for the most part – part time appointmentsThe dual role of DEC acting as SRO represents potential conflict of interestThe SRO role is only one part of the MSP ‘solution’ – not a complete fixThe PgM role is a key individual role – not expected to be a committeeThe purpose of the BCM is being recognised - but FLCs need to be able to respond and act in that capacityA Sponsoring Group function is required to complete the governance – this is expected to be the Extended JCB - ToRs need to be aligned accordinglyProgramme Support is much more than an administrative function and the appropriate investment in people, processes and systems is required
10 Future MOD challenges?Getting the ‘right’ number and make-up of coherent defence programmes – aligned to defence strategy, with strategic objectives adequately definedTaking the big decisions around overheated Equipment Programme based on clear criteria of strategic priority and ‘portfolio’ balancingShaping the role of DECs (as Sponsor), DE&S (as a Customer Representative) and FLCs (as Users) in full view of business needsHaving enough people to allocate to key roles with the necessary competence in applying consistent principles and developing fit-for-purpose processesBuilding a culture that encourages and allows ‘big picture’ thinking with the right information available to enable balanced decisions at all levelsRecognising that MOD is at one and the same time a Government Dept. and a Military HQ and that these different roles may require different structures, behaviours and even reward systems for operations vs. programmes and projectsWorking with the Private Sector in delivering through programmes, with the flexibility required for programme management as part of contracts.
11 A Further Challenge….92. Mr Gould acknowledged that the uncertainty over the equipment programme was bound to delay investment by industry. CDM said that he thought:“industry would like to see an affordable programme and fewer projects properly funded, if that’s what it takes, than a lot of projects not properly funded”House of Commons Defence Committee Defence Equipment 2008, 27 March 2008…do we need to think beyond programmes to portfolio management?
12 ConclusionsA great deal of central guidance has been issued during 2008 and there is tangible evidence of movement in the ‘right’ direction towards a programme approach within defenceMSP principles, roles and structures are being adopted and applied, but there remains work to be done in hammering out the detailsCrucial are:Governance and an effective Sponsoring Group functionAdequate and appropriate resource allocated to the SRO roleEffective and sustainable involvement from FLCs as UsersMobilisation of a fit-for-purpose Programme Support FunctionMOD process and procedure – including finance and commercial – may frustrate efforts to bring about the necessary changesCrucially, the planning round approach and the behaviours this drives potentially cuts across all efforts to define and implement programmesOver and above programme, I believe there remains the opportunity - at the very top of defence - to apply portfolio management principles that would clarify strategic imperatives, align priorities against agreed criteria and so stabilise investment in delivering capability.
13 MOD is not alone….“37 …….. So a key challenge going forward will be for the structures to provide clear and quick decision making so the delivery programme is not held up”.Preparations for the London 2012 Olympic and Paralympic Games – Risk assessment and management’ NAO, Feb 2007
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