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

Baseline Review and Audit: Stage 3 of Through Life Capability Management (TLCM)

What is this stage?

This stage develops a baseline assessment across all Defence Lines of Development (DLoD) currently planned, and presents five perspectives relating to the Capability Area for each Capability Management Group (CMG) and Capability Planning Group (CPG).

Why is this stage necessary?

The stage is necessary in order to indicate the existing risks from five perspectives for each CMG and CPG:

• The Capability Perspective identifies critical capability shortfalls across all DLoDs within each CMG and CPG area.
• The Research Perspective identifies how aligned the current research programme is with either individual, CPG wide or CMG wide Capability Goals derived in Stage 2.
• The Industrial Perspective identifies how much impact each CMG and CPG planning area may have on their relevant industrial sectors. It also identifies how much impact key drivers and trends within industry may have on CMG and CPG planning areas.
• The Financial Perspective identifies the key financial pressures relevant to CMG and CPG planning areas.
• The Commercial Perspective identifies how constrained CMG and CPG planning aspirations may be by extant contractual commitments.

What outputs are there from this stage?

CMG and CPG virtual Team Sites record the outputs of this stage including:

• The five perspectives relating to each CMG and CPG Capability Area.
• A record of assumptions supporting each of the five perspectives, recorded in the Capability Planning Assumptions List (CPAL) .

How is this stage performed?

The Sponsor develops the five baseline perspectives with the active engagement of all members of the MOD Unified Customer at CPG level .

Change History

Change History