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

Industrial Perspective Reports

Two short reports summarise the Industrial Perspective - at Capability Management Group (CMG) or Capability Planning Group (CPG) levels. They are hosted on relevant CMG or CPG Team Sites:

• An Industrial Sector Overview.
• A SWOT analysis of the Industrial Sector.

Industrial Sector Overview

This is an overview of the key issues highlighted by CPGs and Integrated Project Teams (IPTs) in scoping the industrial landscape. Director Equipment Capability (DEC) staff should complete this overview once inputs from IPTs (or Clusters) and CPGs have been received. Where it could affect a Capability Area, it is also necessary to have an understanding of the industrial landscape affecting supporting CPGs.

The following table shows an example of an Industrial Sector Overview.

INDUSTRIAL SECTOR OVERVIEW FOR SECTOR XYZ – In Preparation for ABC CMG/ CPG

A textual description of the Sector, its characteristics, key companies, the size of the investment from MOD into the sector and the total sector size. A short summary of the key priorities from DIS.

??? is traditional Sector dominated by Company ???, with three factories (City 1, City 2 and City 3) all offering similar capabilities. Annual spend averages at £??m, this represents 100% of the City 1 and City 2 income but only 80% of City 3 who use the commercial sector market to cover some overhead. The quality of product from the three yards is similar, however, one is significantly cheaper than the others in most recent bids. There are consolidation discussions underway between ??? and ???.

MOD typically spends money in the sector in a series of competed Cat C programmes, with an average time between contracts of ?? months and an average value of £??m. Over the last few years this value has been fairly steady, but the periodicity is increasing by about ?? month per year. The outlook is ???.

The total value of this type of contract is made up of less than 10 % in construction, 40 % in design and 50 % in System Integration.

The key DIS priorities are:

SWOT analysis of the Industrial Sector

A strengths, weaknesses, opportunities and threats (SWOT) analysis [13KB PDF] provides a quick reference for the CMG. This example illustrates a basic SWOT analysis and extends to identifying overlapping initiatives, and innovative and alternative approaches.

Change History

Change History