Explorer

• Introduction
• Skills and Training
• TLCM Governance: Groups and Roles
• Management Products
  • Capability Management Strategies
  • Capability Management Plans
• Ways of Working
  • Using Virtual Working
  • Using Capability Planning Assumption Lists (CPALs)
    • Recording Assumptions
    • CPAL Checklists
  • Options and How to Write one
• TLCM: Capability Planning The Six Stages
  • Stage 1: Capability Definition
  • Stage 2: Capability Goals
  • Stage 3: Baseline Review and Audit
    • Capability Perspective
    • Commercial Perspective
      • Developing the Commercial Perspective at CMG Level
      • Developing the Commercial Perspective at CPG Level
    • Financial Perspective
      • Collect Key Financial Pressures
      • Analyse Outcomes of Screenings
      • Define Pressures that Impact Capability Goals
      • Generate Summary of Pressures
    • Industrial Perspective
      • Industrial Perspective Report
    • Research Perspective
  • Stage 4: Shortfalls and Opportunity Analysis
  • Stage 5: Capability Investigations
    • Capability Investigation (CI) File
    • What does a CI File Comprise?
  • Stage 6: Endorse Capability Management Plan
    • Using Decision Conferences to Prioitise Options
• TLCM: Capability Delivery
  • Programme Board Roles and Responsibilities
  • Defence Lines of Development Owner Roles and Responsibilities
  • Programme Support Function
    • Planning and Scheduling
      • Planning and Scheduling at Programme Level
      • Planning and Scheduling at Project Level
    • Earned Value Management
    • Risk Management
  • Programme Management Plan
  • Trade-Off
• TLCM: What is Capability Generation?
  • The Levels of Integration
  • Capability Integration in Acquisition
    • Responsibilities of the Designated User
  • Capability Integration Products
    • Link to other Project Plans
    • Capability Integration Plan Responsibilities
• Requirements and Acceptance
• Urgent Operational Requirements
  • Introduction To UORs
  • UOR Process
    • Stage 1: Identify the Requirement
    • Stage 2: Identify and Agree the Solution
    • Stage 3: Procurement
    • Stage 4: Delivery Fielding and Integration
    • Stage 5: In-service and FOC
    • Stage 6: Review
    • End to End Equipment Support Framework
  • Authoritative Reference and SMEs
• Assured Capability in Defence
• COEIA
  • Managing Operational Analysis in your Project

Content

Defence Lines Of Development (DLoD) Owner Roles and Responsibilities

Introduction

The role of the DLoD Owner is to:

• Ensure the delivery of their DLoD to the programme in accordance with an agreed delivery plan.
• Provide assurance to the Senior Responsible Owner (SRO) [124KB DOC] at any given point in the life of the programme that the key milestones within the plan are on track.
• Ensure that the risks to delivering the DLoD are being effectively managed.

The DLoD Owner role is the key enabler to the Senior Responsible Owner meeting their objectives and realising the benefits set out in the Programme Mandate for the programme(s) they own.

The establishment of a Senior Responsible Owner does not interfere with established lines of authority either for day-to-day output delivery or process ownership.

DLoD Owners, while remaining accountable to their Top Level Budget Holders, will be answerable to the Senior Responsible Owner for delivery of the specific equipment and non-equipment lines of development required by the programme.

Key Responsibilities

• Deliver the relevant line of development to the Programme and provide assurance to the Senior Responsible Owner through agreed mechanisms.
• Develop, maintain and manage a plan for the line of development that is consistent with the overall programme management plan.
• Provide timely and accurate data, information, knowledge, risks and opportunities to the Programme Support Function Head as directed by the Senior Responsible Owner.
• Manage the dossier of projects and non-project activities within the line of development efficiently and effectively and in accordance with any governance strategies agreed by the Senior Responsible Owner.
• Manage risks, opportunities and issues as assigned by the Senior Responsible Owner.

Key Activities

The key activities and considerations that a DLoD owner will need to take into account in delivering the DLoD will vary on the User domain(s) to which the programme is delivering.

Extensive guidance on these issues is contained in the relevant sections of the User Handbooks.

Change History

Change History

1 June 2009

Addition of 'financial trading' and 'approvals and scrutiny' guidance.

Placement into the Capability Delivery section.