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

Financial Perspective: Step 1 - Collect key financial pressures

The Sponsor completes this step in three parts in consultation with Integrated Project Teams:

• Key Financial Pressures
• Potential Capability Management Measures
• Potential Options.

The data is collected from the “Feedback Form” from the 1* level Screenings for a Planning Round and through records of screening meetings and notes.

Key Financial Pressures

The following table shows a template for collecting this data:

Major Issues	Way Ahead	Impact on Platform/Capability

Potential Capability Management Measures

The following table shows a template for collecting this data:

Project Line Receiving Resource (Type of DEL )	Profile of Funds to be Moved	Project Line(s) Surrendering Resource (Type of DEL )

Potential Options

The following table shows a template for collecting this data:

Major Issues	Way Ahead	Impact on Platform/Capability

Other factors to consider

Confidence in the Data	How confident is the Director of Equipment Capability (DEC) about the fidelity of the re-costed profiles for P9 lines (at Project level) and Equipment Support lines (at Project level, if available or at IPT level)? Do the re-costed profiles include a reasonable provision for risk?
Key Assumptions	What are the key assumptions underpinning the re-costed profiles?
Data Gaps	Are there any significant gaps in the data and what actions do the Capability Management Group (CMG) and hosted Capability Planning Groups (CPGs) propose to take to remedy this?
Key Financial Pressures	What is the overall financial position for the CMG, in terms of its hosted CPGs and what are the key financial pressures (significant variances) that the CMG faces? These will need to be presented at project or programme level in terms of: The financial shortfall as an amount (£m) in terms of expenditure limits (RDEL and CDEL), the years impacted and the key factors driving that variance. The impact of returning that project or programme to baseline (and beyond), including the level of ‘pain’ associated with those actions. The impact of the financial shortfall on planned capability, if not addressed, and the associated level of risk to Defence and Equipment Capability Customer (ECC) objectives.
DLoD Coherence	Has any significant incoherence been identified across other Defence Lines of Development (DLoD) and what are the Centre - including Resource and Plans (RP) - and User perspectives on this?

Change History

Change History