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Who should use a Through Life Management Plan (TLMP) and how?
The table below identifies a number of different stakeholders who use a TLMP and gives examples of the ways in which they might use one.
| Who? |
How they might use the TLMP? |
| All Stakeholders |
- As the common single source of reference for objectives, assumptions, strategies and plans for the project.
|
| IPT Leader |
- As evidence for Business Cases and Project Reviews (e.g. with the Customers, with Deputy Directors and Cluster Leaders) that the project is being managed on a Through Life basis.
- As a tool to enable better informed, more balanced decisions and trade-offs, by understanding the Whole Life implications and the impacts on all project Stakeholders.
- As the primary means of communicating and agreeing the objectives, core assumptions and strategies for the project, internally within the project team and externally with Stakeholders.
- To re-visit existing assumptions and past decisions in the light of new developments.
- As a means of identifying, controlling and expressing the impact of external changes (organisational or requirement) on the overall project lifecycle, performance and costs.
|
| IPT Desk Level |
- As an integrated strategic planning tool from which should flow the detailed planning tasks.
- For ‘front door’ access to all lower level project planning and information.
- As the basis for internal and external Project Reviews.
- As the baseline to check plans and progress against and to assess impacts.
- As a decision support tool – to identify when decisions are required and provide a record of decisions made.
|
| Sponsor |
- As evidence for Business Cases and formal project reviews (e.g. with the IPT, with Programme Boards and Capability Planning Groups) that the project is being managed on a Through Life basis and in line with Customer expectations.
- To track progress against CSA and/or JBA targets.
- As a data source for Capability Management Plans.
- To inform Equipment and Support Planning Equity Models and Balance of Investment decision making.
|
| User |
- To track progress against supplier targets (especially longer term targets) in conjunction with the CSA and JBA processes.
- As evidence for Business Cases and formal project reviews (e.g. with the IPT, at User Working Groups) that the project is being managed on a Through Life basis and in line with Customer expectations.
- To assess the impact of future Equipment decisions on operations.
- To inform their planning for integrated delivery of the non-Equipment components of the Military Capability; Training, Personnel, Information, Concepts and Doctrine, Organisation, Infrastructure, and Logistics.
|
| In-Service IPT (where the IPT is not due to manage the project through life) |
- To ensure that the most effective and appropriate through life support solutions are identified from the earliest stages of the project.
- To assess the impact of new Equipment on future support resources, policy and logistic support infrastructure.
- To inform and manage the Transition of projects into the new IPT.
|
| Other IPTs |
- To ensure that the critical interfaces with their platforms or equipments (new or legacy) are mapped, understood and managed. To ensure that Interoperability of capability is optimised.
- To inform planning and resource allocation in their interfacing projects.
|
| Industry |
- To inform their planning and resource allocation and to enable development of joint programmes and processes based around a common view of project issues.
- To support business and investment planning by giving a long term view of potential activities and opportunities.
- To facilitate joint management and ownership of risks and issues with the IPT and its customers and stakeholders.
|
| Other stakeholders |
- To inform planning and resource allocation and identifies commitments made.
- To supports business and investment planning by giving long term view of potential activities and opportunities.
- To ensure that the critical interfaces with their business area are mapped, understood and managed. Ensure that interoperability is optimised.
|
| Investment Approvals Board and Scrutineers |
- As evidence to support Business Cases, to ensure that the project is planned, costed and managed on a robust Through Life basis.
- As evidence that Whole Life affordability, and planning for coherent Through Life delivery of Military Capability, has been demonstrated at Initial and Main Gates.
|
| Corporate Reviewers (Chiefs of Materiel and Cluster Leaders) |
- As the basis for Project Reviews (e.g. Quarterly Reviews) to ensure that the project is being managed on a Through Life basis.
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