Acquisition is defined by the following core activities:
- Setting and managing requirements
- Negotiating and managing contracts
- Programme, project and technology management
- Through life support
- Termination or disposal.
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The acquisition lifecycle provides the route we use to get from identification of a Defence capability gap, through delivery of the capability to Disposal. |
Assured Capability is the sustainment of military capability and its supporting technology, through the application of Protective Measures. |
The ability to generate an operational outcome or effect in the context of defence planning, Capability is the enduring ability to generate a desired effect. |
Reviews by the Heads of Capability (HoCs) to identify capability gaps, shortfalls or surpluses. |
Capability Delivery establishes a Governance and Management framework for pan Defence Lines of Development (DLoD) delivery of the Capability Programme across the MOD Unified Customer utilising Programme Boards. |
The means by which Equipment Capability is made into useable Military Capability by the combined activity of all Defence Lines of Development (DLoD). |
See Through Life Capability Management. |
Details how a Capability Planning Group (CPG) sets the strategic conditions for success within the group’s defined Capability Area. |
Details how a Capability Management Group (CMG) develops its defined Capability Area in line with the Joint Capability Board’s (JCB) stated direction and guidance, taking account of all Defence Lines of Development. |
The executive board of the Defence Council responsible for directing a number of key processes, in particular the biennial re-costing of the Defence programme and the Departmental planning process. |
Defence Planning Assumptions (DPAs) provide detailed guidance on what the armed forces should be capable of doing, specifically detailing ‘What, Where, When, With Whom and for How Long?’ |
The Defence Programme covers a ten year period and comprises:
- Equipment and Support Plan
- Non-Equipment Investment Plan
- TLB 5 year forecast.
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A best practice project control process that is based on a structured approach to planning, cost collection and performance measurement. |
Force Elements are typically ships, aircraft or ground force sub-units (company/battery/squadron). |
Force Elements that will be able to deploy, with planned performance levels, within a given notice period. |
The sustainability of Force Elements throughout their assigned mission. |
Provides the strategic direction on evolving capabilities, in order to deliver the Defence policy. |
The practice, process and standard that makes sure that support of the capability is considered early in the acquisition lifecycle. |
The acquisition Project Team (PT) is characterised by its ‘cradle to grave’ responsibility, its inclusion of all the skills necessary to manage its project, and its effective and empowered leader. |
A set of capabilities that are required in order to achieve the desired effects and campaign outcomes translated from the Defence Planning Assumptions. |
| Obsolescence |
The transition from availability from the original manufacturer to unavailability. |
| Obsolescence Management |
Co-ordinated activities to direct and control an organisation with regard to obsolescence. |
| Procurement |
The activity of acquiring capability, goods and services through the letting of a contract through to receipt of payment. |
A grouping or bundle of programmes, projects, collected together for management convenience. They may or may not have a common objective; they are often related only by the use of common resources. |
The action of carrying out the co-ordinated organisation, direction and implementation of a dossier of projects and transformation activities (the programme) to achieve outcomes and realise benefits of strategic importance to the business. |
Formed out of the approval of a Mandate. Its prime purpose is to drive the programme forward to deliver the required outcomes and wider benefits. |
Describes how the programme is to be managed through life. It contains the key programme information that the Programme Support Function needs to support the Senior Responsible Owner (SRO) and the Programme Board. |
The process by which our projects are defined, planned, monitored and controlled in order to deliver output. |
| Reliability and Maintainability |
A Systems Engineering discipline that provides tools and techniques for :
- Establishing requirements
- Monitoring design and development
- Assessing the risk
- Improving reliability maintainability.
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Solution independent statement of need. |
A risk is defined by the combination of the probablility of an event occurring and its consequences on objectives. |
The application of management policies, procedures and practices to establish the context, identify, analyse, plan and manage risks in a way that will enable the organisation to minimise loss and maximise opportunity. |
The individual accountable to the Defence Board (DB), for the integration of the total capability within the overarching programme of change; for fully exploiting the potential of the business or capability change; and for the benefits delivered through life. |
A supply Chain comprises an ordered sequence of activities which connect a "demand action" to its respective "supply action". |
The SSE is a dynamic tool which fulfils two roles:
- Provides a team with a one stop shop for critical support policy and guidance.
- Enables effective delivery of assurance.
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A time based strategic planning process which helps to align and communicate the business need, with the delivery programmes and the underpinning resources. |
The translation of requirements into an approved programme that delivers the required capabilities through-life, across the DLoDs. The terms Through Life Capability Management and Capability Management are interchangeable. |
The philosophy that brings together the behaviours, systems, processes and tools to deliver and manage projects through the acquisition lifecycle. |
The strategic Through Life route map and decision making tool used to manage the project across the entire acquisition cycle. |
A capability shortfall or emerging capability gap identified during current or imminent operations which have never been purchased before. |
