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

What is Combined Operational Effectiveness Investment Appraisal (COEIA) ?

Combined Operational Effectiveness Investment Appraisal (COEIA) is a formal comparison of acquisition options on a cost versus effectiveness basis to satisfy a User Requirement.

The COEIA is an integral part of the Investment Approvals Board (IAB) procedure as detailed in the SMART Approvals guidance. The Concept of Analysis (COA) for the COEIA is approved at Initial Gate with the full COEIA report submitted for approval at Main Gate.

The COEIA may be considered an Investment Appraisal, used to assess the effectiveness of differing acquisition options in an objective and where possible, quantitative way. Its purpose is to select one of the acquisition options, before proceeding further.

The COEIA ensures that significant factors which may be difficult or impossible to quantify but with a potential bearing on whole life cost [63KB DOC] or effectiveness are brought to the attention of decision makers - commonly referred to as Other Contributory Factors (OCFs).

Why is COEIA necessary?

The Investment Appraisal Board (IAB) demand that Business Cases are founded on fundamental principles of cost effectiveness analysis enabling evidence based cost versus performance trade-offs within the option down-select process.

Analysis of cost and effectiveness provides the MOD with a sound base for constructive comparison and challenge of potential suppliers.

The Operational Analysis Supporting Paper (OASP) [PDF] offers a well structured approach on which to construct the Business Case combining both Balance of Investment (BoI) and COEIA aspects. This document is continuously under review and for clarification or further guidance contact DG Scrutiny.

Who is responsible?

The relevant Director Equipment Capability (DEC) and Integrated Project Team Leader (IPTL) are jointly responsible for commissioning and setting targets for completion of the OASP, including the COA and COEIA.

The DEC is also responsible for identification of priorities of BoI studies through negotiation with High Level Operational Analysis (HLOA) sponsors such as DEP and Strategy Management, with a view to secure timely extraction of evidence from the HLOA programme.

How is COEIA scrutinised?

Director General (DG) Scrutiny undertakes independent, expert and critical analysis of investment proposals. The analysis aims to determine whether the evidence presented from BoI and COEIA assessments supports the recommendation made, over other options.

Project teams should seek early and regular engagement with the DG Scrutiny community to ensure that business cases move forward in a timely and efficient manner.

To ensure that the Operational Analysis in support of a business case is fit for purpose, DG Scrutiny staff should be engaged in via a kick-off meeting well before the Initial Gate.

What are the timings?

It is recommended that preparation of BoI and COEIA begins 18-24 months prior to Initial Gate, particularly for major projects.

Evidence should be documented within the OASP before the formal business case is submitted to IAB, or delegated authority.

Change History

Change History

1 December 2008

Legacy AMS COEIA information removed.