Responses to Various Questions on Defence - Assignment Example

RESPONSES TO VARIOUS QUETIONS ON DEFENCE 15th February, Question Describe the roles of the Defence board and its sub committees. What is the new role of the service Chiefs and by what mechanisms do they support the Chief of the Defence staff (CDS) and the permanent secretary (PUS)? Will this structure improve the management of Defence? Answer: The Defence Board is the senior corporate organization in the defence which is chaired by the SofS. It is made up of the minister of the armed forces, PUS, CDS, VCDS, CDM, DG Fin and four Non Executive Board Members. The primary role of the Defence Board is assisting and advising the SofS and PUS as they conduct their accountability activities. It does this through performing two main functions which are managing future plans that involve Military capability and managing the Defence through corporate. The Defence Board is supported by a number of committees including the Investments Approvals Committee (IAC), the Defence Audit Committee (DAC) and the people committee.1 It is a political strategic body which seeks to deliver three high level objectives. The first objective is the success of all military operations, the second is being ready to respond to future tasks while the third one is to develop the armed forces so as they can meet future challenges. The Defence Board achieves these functions through four major core tasks. The tasks are definition and articulation of strategic direction, setting key priorities and capability requirements, allocation and balance of resources and performance management. It also provides advice to the SofS and PUS while also being responsible for total Defence business. However it does not perform functions concerning delivery of operations. In addition to SofS and PUS, members of the Defence Board include Min AF, CDS, VCDS, CE DE&S, DG Fin and four non-executive board members. The sole purpose of defence is acting to protect the state by ensuring that every citizen is guaranteed of security and independence.2 The Defence Board is made up of three sub-committees. The first one is the Investment Approvals Committee which is involved in making key investment recommendations to the ministers. It also has the authority to make or delegate investment decisions if the activities are deemed appropriate. The second one is the Defence Audit Committee which is usually led by a non-executive board member (NEBM). This sub-committee is responsible for challenging the Defence risk management approach and practice. The third one is the People Committee which is responsible for conducting senior military and oil service careers within the defence. It is led by the NEBM and it manages both talent and incentives. The Service Chiefs no longer attend Defence Board meetings. They however support the CDS and PUS by attending two committee meetings. The Chiefs of Staff Committee is the forum through which Service Chiefs deliver military advice on operation matters. This is actually in line with the CDS which is responsible for the delivery of operations and PUS whose responsibility is running the Department of State. The committee generally has seven full members but the composition changes according to the operation underway. Specific non-operational service advice and constraints are discussed at the armed forces committee meetings. These management committees are useful because they increases cooperation and transparency among the different sub-committees and also inform the CDS on how to make priority proposals to the minister concerned. In turn the Chiefs receive directions from the CDS which is in line with Defence Board decisions. This process has effectively pushed the operating decisions to the Service Chiefs thus allowing the CDS to focus on the translation of policies into strategies. In this case, the Service Chiefs have got more freedom to choose between the ways the services will meet the strategic requirements. In summary, the new structure will improve the management of the Defence. In addition to allowing Service Chiefs freedom, the structure also puts a burden on the Defence Board which has to manage the scarce resources. However, the risk of inter service dispute over the few resources still remains. So as to be successful in the long run, the process of holding into account is supposed to be strict. The current two year postings are not helpful to the long-term ownership of responsibility. Question 2: Define the six functions of (Top Level Budgets) TLB’s as explained in the FinMilcap TOM. Using these functions as a framework, describe how a TLB manages the generation of Military Capability. What key plans are generated during this process? Will this process improve the effectiveness and efficiency of Capability Generation? Answer: The Generic Capability Management (GCM) model allows the Defence to develop, deliver, generate and operate military capability so as to meet the requirements set out in the Defence Policy. The six TLB functions as set out in the Defence Operating Model are: Directing all defence activities in matters that involve strategic military operations and national security. Generating and developing enough potential for the present as well as future operations which will involve the defence forces. Enabling other key function that are of interest to the defence and military operations. This may include policies and rules that are of benefit to the whole system. Accounting for all the operations done in and out of the state to the parliament and the general public. Operating all the defence and military activities that concern the nation at large, that is within the state territory or internationally. Acquiring the equipment’s and commodities needed in the military operations.3 Through these six TLB functions, they are able to create a clear cut policy which creates a ‘golden thread’. This will in turn link the strategic requirements, resources, equipment acquisition and integration. This will eventually lead to delivery of military capability in specific contexts. By following the policy directions provided by the MOD, the commands are involved in directing their own business, managing conflicts between the required and available resources and implementing change where necessary. The proposed program changes which remain unfunded are referred to the head office for judgment and approval. The TLB’s work includes enabling and acquisition of functions which helps them to develop their own force. This usually goes hand in hand with the SDSR manning the head mark and the strategic directions. It involves development by the TLB’s t of concepts and warfare and planning capability. The proposed change is then put into programs which are delivered by senior responsible officers. Delivery basically involves the management of Capability Delivery and Delivery of Capability Change. While using change to deliver against an evolving strategic picture, the TLB’s Generate Force Elements at Readiness (FE@R) to perform specific military tasks. While the process is more efficient, the Defence Board need to be more specific on the capability, priority and what is not required because without such measures, TLB’s will be forced to spread resources unevenly thus risking cases of operation credibility. While accountability and governance provides some assurance on this issue, TLB’s are supposed to collaborate and cooperate with service interests. Question 3: Describe what is meant by P3M, and how it is applied in the context of the MOD. To what extent is this suitable management tool for the MOD? Answer: The P3M is a business-speak jargon for Portfolio Programme and Project management. Basically, it is a set of techniques and processes used to improve the performance of businesses and manage organizational change. The P3M Maturity Model provides a platform where the MoD uses to deliver governance, management and monitor performance. Portfolios, Programmes and Projects are hierarchical in nature. Portfolios are specific programmes while projects are selected to match the available resource and organizations capacity to meet a set objective. Programmes are temporary and are established to coordinate, direct and oversee the delivery of a set of related project. Projects are temporary, short term organizations that deliver one or more out puts against a specific goal. Programmes are used to deliver a future vision while Projects deliver specific outputs on the road to a set vision. The portfolio on the other hand coordinates the two and harnesses them to a strategic end state. Portfolio management is direct at making sure that the change required is meaningful. Programme management is specifically linked to efficient delivery of related change initiatives, ensuring budget and ensuring that change and requirement constraints are managed and they operate at the same time. Project management involves the delivery of a task or a series of tasks and achieving the objectives defined beforehand. The MOD head office is the one that sets the strategic end state and approves portfolio, sub-portfolio strategies and also delivery plans. Through this, it has shaped the efficiency and reform group through practice guidance. Sub-portfolio methodology is a regulated approach used to manage change but each TLB is to adjust the process to meet specific needs. The head office monitors progress, adjusts objectives, timings, cope or funding and also directs interventions to ensure the specific change programmes remain within the set boundaries. A common P3M process within the MOD creates an understood set of structures and practices that are vital in the coordination of effort. Eventually, misunderstandings among members are£ minimized while efficiency and transparency is promoted. Question 4: Describe the different classifications and categorizations of MOD capability Programmes/ Projects. For an Equipment Programme and subordinate project worth 300M, with that will follow a CADMID lifecycle, describe the process by which it may be initiated and approved up to and including initial gate. Answer: Defence capability programmes and projects are usually classified according to their likely cost and the resulting approvals. Cat A, B and C projects must first be approved by the Investment Approvals Committee (IAC) which is chaired by DG finance. This particular committee makes investment decisions on behalf of the SofS. Projects which cost over £400M but not less than £600M can generally be authorized without the need of Ministerial approval. For projects that cost above 600M, they referred to the MOD and HM Treasury Ministerial approval which follows IAC support. Cat B projects are the ones which cost over £250M but less than £400M. These projects are usually approved by the Head Office 2 Approval Authority. The Front Line Command Resource Directors approve Cat B projects costing less than £250M, Cat C projects costing up to £250M and also Cat D projects costing less than £20M. Normally, the classification of projects depends on the type and capability being delivered by the project such as equipment in-service support, infrastructure and service provision. Assessment Demonstration Manufacture in-service Disposal (CADMID) lifecycle is a set of successive processes that enables the evaluation in progress, risk management, cost forecasting control of change and continuity between user requirements which are in line with the Head Office Direction. It must develop a User Requirements Document (URD) and also appoint a Capability Sponsor (CS) who represents the customers to approval boards and delivery organizations. The Senior Responsible Officer (SRO) who is usually in the CS organization or part of the delivery team manages the overall accountability. The TLB collaborates with DE&S as the customer-focused Delivery Agent which usually generates a delivery team involving industry and identifying technology and procurement options. When the team is mature, it develops an Initial Gate Business Case (BC) which presents options for approval to the next assessment stage. In projects worth £300M, the TLB first endorses the BC through its own approval process before referring it to the 2 Approval Committees in the head office supported by the Defence Procurement and Approvals Committee. The Approval Committee requires evidence that the project will be delivered within performance, time and resource constraints and that the project meets the capability requirement. Bibliography Ministry of Defence. 2012. “The New Operating Model: How Defence Works.” London: UK Ministry of Defence. Read More