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

Trade-Off

Trade-off is a structured evaluation and comparison of a range of potential solutions against defined objectives and constraints.

The aim of Trade-offs is to deliver a cost effective solution to one or more capability gaps by seeking opportunities to optimise the Performance, Cost and Time (PCT) characteristics of a project or programme.

This is realised throughout the acquisition lifecycle by the selection and tailoring of the following practices:

• Exploitation of trade space in military capability.
• Within solution trade off.
• Effectiveness envelope boundary definition.

Stakeholders involved in the acquisition of Military Capability should apply these practices in order to maximise Military Capability within available resources and to demonstrate value-for-money.

Detailed trade off guidance is being developed as part of the Programme Approach to Capability Delivery (TLCM Phase 4). This guidance will be placed on the AOF as soon as it is endorsed.

Interim guidance for Programme Boards on financial trading [172KB DOC], and approvals and scrutiny [62KB DOC] is available.

Change History

1 June 2009

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

Placement into the Capability Delivery section.