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

The Commercial Perspective

What is this perspective?

The Commercial Perspective provides a view of the key commercial issues that Capability Management Groups (CMGs) and Capability Planning Groups (CPGs) should be aware of.

Why is this perspective necessary?

This perspective enables CMGs and CPGs to develop an understanding of the Commercial environment that may impact their planning activities.

The Commercial perspective includes analysis of:

• Near term planned commercial commitments, and the impact they can have on decision making.
• How to exploit existing opportunities and levels of influence within the commercial perspective.

What outputs are there from this perspective?

The outputs of this perspective are two short reports hosted on relevant CMG and CPG Team Sites.

• A description of the level of commercial commitment for the Capability Area, to include the Directors General of DE&S Clusters, key companies, impending investment decisions and major decision support information for the CMG, including critical constraints and opportunities.
• A graphical representation of the total Capital Defence Expenditure Limit (CDEL) and Resource Defence Expenditure Limit (RDEL)  for the CMG showing committed funding versus uncommitted funding.

How is this perspective developed?

The Commercial Perspective is written by representatives from the Directors of Equipment Capability in concert with relevant Directors General of DE&S Clusters and Integrated Project Team staff.

Change History

Change History