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

Developing the Commercial Perspective at Capability Planning Group (CPG) Level

The Commercial Perspective at Capability Planning Group (CPG) level is an analysis of the commercial opportunities and constraints facing the CPG.

It includes reports that cover:

• the CPG Force Grouping Commercial Perspective
• the CPG Force Grouping Commercial Perspective for the Equipment Procurement Plan
• the CPG Force Grouping Commercial Perspective for the Equipment Support Plan.

CPG Force Grouping Commercial Perspective

Integrated Project Team (IPT) staff produce the Force Grouping Commercial Perspective which provides an analysis of the commercial opportunities and constraints for all programmes that are part of the Force Grouping managed by the CPG.

The analysis should include:

• Why the project listed is of commercial interest.
• A description of commercial commitment.
• Commentary on whether there are tensions in the supply chain.
• Assessment of whether there is flexibility in the contract.
• What commercial opportunities exist?
• What are the constraints in the contract?

A Force Grouping Commercial Perspective analysis example [17KB PDF] is available as a download.

CPG Force Grouping Commercial Perspective for the Equipment Procurement Plan

A written description produced by the IPT and Director General Commercial Staff of cross programme opportunities and planned commitment that the CPG should be aware of. This includes a graphical representation of the total expenditure limits - CDEL and RDEL - for the Equipment Procurement Plan (EPP), showing committed versus uncommitted.

The cross programme opportunities should include:

• A description of any opportunities for coherence across the programmes managed.
• What innovative approaches can be or are being taken to existing and future programmes that have commercial opportunities to achieve better Value for Money.
• A description of near term plans for commitment that may constrain CPG decision making

An example of a of a CPG Force Grouping Commercial Perspective for EPP [35KB PDF] is avaiable as a download.

CPG Force Grouping Commercial Perspective for Equipment Support Plan

The commercial perspective for the Equipment Support Programme (ESP) should be compiled similarly to the Equipment Procurement Plan - this is primarily the responsibility of the IPT.

An example of a of a CPG Force Grouping Commercial Perspective for ESP [35KB PDF] is avaiable as a download.

Change History

Change History