INCOSE'Canada'Chapter'is'grateful'to'' ' ' ' for'providing'the'slides'which'accompanied'his'presentation'on'' '
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1 INCOSE'Canada'Chapter'is'grateful'to'' ' ' ' for'providing'the'slides'which'accompanied'his'presentation'on'' ' ' at'the'incose'canada'chapter s!mini<conference' ' Systems'Engineering'Principles!Transcend'all'Domains!Focusing'on'the' Value'of'System'Engineering'in'Delivering'Large'Complex'Systems!! Saturday!Sept.28,!2013!! Ottawa,!Ontario.!! This!file!available!at:!
2 Procurement in DND Some Observations by Bob
3 Working Defence Procurement
4 Procurement in DND
5 Is it a Wicked Problem? Requirements volatile Constraints ever changing Stakeholders resistance Target moving Time and effort spent with little to show Process re-engineering involved Solutions have consequences
6 What Colour is the Cube?
7 Government Departments and Relationships Department of National Defence - Define the Military Requirements Direct Essential Military Requirements Public Works and Government Services Canada - Conduct the solicitation and contracting and ensure Laws of Government Spending are followed! Ensure appreciation of Canadian Industry is understood and how Canadian Industry is needed to support Canadian military capability! Industry Canada Ensure Contract includes clauses that tell supplier how to spend the money in Canada and include Canadian Industry! -Ensure Canadian Industry (and therefore Canadian population) benefit from Government actions specifically, DND Spending. - Tool: Industrial Regional Benefits (IRBs)
8 Other Departments Involved Atlantic Canada Opportunities Agency (ACOA) Human Resources and Skills Development Canada (HRSDC) Social Development (SD) Foreign Affairs and International Trade (FAIT), Canada Economic Development (CED) for Quebec Regions Finance Canada Indian and Northern Affairs Canada (INAC) Environment Canada (EC) National Research Council (NRC) Treasury Board of Canada Secretariat (TBS) Western Economic Diversification (WD).
9 Decision Makers
10 Decision Makers (2)
11 Advisory Bodies Involved Senior Review Board (SRB) Defence Capabilities Board (DCB) Program Management Board (PMB) Senior Project Advisory Committee (SPAC) Major Crown Project Integrated Oversight Committee (MCP-IOC) Treasury Board (TB) Cabinet
12
13
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15 Kline and Rosenberg Chain Linked Method
16 Land Capability Development Continuum February 2009 Conceive ACDB Design ACDB Build APB Manage Concept Development DLCD Capability Development Training and Professional Development Capability Design DLCD Capability Integration DLFD Force Management Force Management Continental Staff Strategy / CFD Integration Enabling Concepts and Functional Concepts (CSASS) Operating Concept (End State) Portfolio/Priority of Capabilities CLS / CFD Approval Describe Deficiency/Capability (including conceptual structures) Preliminary PRICIE Analysis Place markers in the Defence Capability Plan (DCP) Priorities for Research & Development, Operational Research, plus Experimentation (Army Research Board) Priorities for International Programs and Lessons Learned Initiate Project Synopsis Sheet (Identification) (SS[ID]) Capability Development Record Supplementary PRICIE Analysis Outline Doctrine (the Effects) necessary to achieve the Capability Force Employment Structures CSASS functions (the effects to be achieved) Courses of Action (Iterative or Spiral) Submit SS(ID) to CLS Conduct option analysis and initiate the Project Charter, Statement of Operational Requirement (SOR), and Project Profile and Risk Assessment (PPRA) Seek JCRB approval to insert Capability into the SCIP Submit SS (Preliminary Project Approval) (SS[PPA]) to SRB, PMB and TB Repository Equipment Acquisition / Op Research & Experimentation Final PRICIE Analysis (Land Force Development Working Group) Detailed Doctrine Force Generation Structures Competencies Master Implementation Plan, Commander s Direction and/or Army Operating Plan Submit SOR and PPRA to CLS Review Project Charter Prepare Project Management Plan (PMP) Prepare and submit SS (Effective Project Approval) (SS [EPA]) to SRB, PMB and TB Resource Direction Manage Readiness Support to Operations Fast track and/or Unforecasted Operational Requirement (UOR) Strategically Relevant, Tactically Decisive and Sustainable Forces Manage Implementation Report on Implementation Prepare Project Closure Report (PCR) Monitor equipment deficiency reports and initiate upgrades or modifications as necessary CLS RGp / Army Council Asst CLS Army Program Board COS Land Strat - Army Research Board Army Capability Development Board Army Training Authority (ATA) Army Training and Professional Dev Board COS Land Ops / COS Land Res Army Management Board Chief of Force Development / Joint Capability Requirements Board / Senior Review Board / Program Management Board / Treasury Board
17 Difficulties in Procurement One size does not fit all Bandwidth of the control system Experience of the practitioners Competing aims Understanding of RISK
18 Risk of a Wrong Decission Risk Decide to Wait Decide to Act Time
19 Is it a Wicked Problem? Requirements volatile Constraints ever changing Stakeholders resistance Target moving Time and effort spent with little to show Process re-engineering involved Solutions have consequences
20 Discussion
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